培训效果评估

MeasureTrainingResults•SomeConcepts•Someexperiences•[e-mail]•NeedsAnalysis•Design•Delivery•EvaluationFourEvaluationLevels•Reaction–Howdoparticipantsfeelabouttheprogram?•Learning–Towhatextentdidtheparticipantsincreaseknowledge,improveskills,and/orchangeattitude?•Behavior–Towhatextentdidtheirjobbehaviorchange?•Results–Whatfinalresultsoccurred?(Quantity,quality,safety,sales,costs,profits,ROI)LevelOne:ReactionWhatisevaluated?•Content•Trainer•Methodology•Material•Facilities•Logistics•RegistrationExampleQuestions•Probabilityyouwilluseideasfromthissessioninyourwork•Contentrelevancetomyjob•Practicalexamplesandexperience•Speaker’sknowledgeofsubjectarea•Speaker’spresentation/facilitationskills•Speaker’sabilitytorespondtoquestions•GroupparticipationLevelOne:ReactionWhatisevaluated?•OverallExampleQuestions•Whatdidyoulikemostabouttheprogram?•Whatdidyoulikeleastabouttheprogram?•Inwhatwayscouldthisprogrambeimproved?•Wouldyourecommendthiscoursetootherswhoareinterestedinthesubject?•Whichofthefollowingfeatureswereimportantinyourdecisiontoattend?Rankinorderofimportance)LevelOne:ReactionHowtoevaluate?•Questionnaires•Interview•FocusGroup•PhonesurveyLevelOne:ReactionQuestionnaire:scales•ExcellentWellFairPoor•ExcellentVeryGoodGoodFairPoor•StronglyAgreeDisagree7654321•HighLow10987654321LevelOne:ReactionAdvantages•Easytoexecute•Participantsarefree•SomerelationshiptoonjobperformanceIssues•Purelysubjective–Haloeffect(smilesheet)–Horneffect–Centraltendency•TimepressureLevelOne:ReactionTip1:highlightpurpose,solicitcooperation•Todeterminethedegreethattheseminarmetyourneeds,wewouldlikeyoutogiveusyourhonestopinion…•Tomakeourfuturesessionsasmeaningfulaspossible,wewouldappreciateyourcandidevaluationofthisprogram.•Yourcommentswillbeusedtoimprovefutureofferingsofthisseminar.LevelOne:ReactionTip2:Encouragecomments–CommentsaremoreaccuratethanscoresTip3:Setupbaselinescores–Historicaldata–Benchmarkingdata–Pilotgroupdata(Formativeevaluation)Tip4:Combinequestionnaires,interviews,focusgroupsTip5:instantfeedbackformultisubjectcoursesLevelTwo:LearningHowtoevaluate?•Test•Demonstration•Presentation•Discussion•RolePlayLevelTwo:LearningAdvantages•Pressuretoparticipants•Pressuretotrainer•FirststeptochangebehaviorIssues•Tension•Reliability•Creditability•Difficulty•Differentiation•NotthebestindicatorforonjobchangeLevelTwo:LearningTip1:Fullyutilizetest•Testisgoodtoevaluateknowledgebasedtraining–Functionalskills–NewEmployeeOrientation–SupervisorABC•Beseriousabouttestresultofformaltraining•Instantselfscoringandsymbolicincentiveforinformaltraining•Reliability,Creditability,DifficultyandDifferentiation•Setupbaseline•Finalscorevs.gainExperimentalGroupControlGroupPretestPosttestGainLevelTwo:LearningTip2:Setuprulesinadvancefordemonstrationandpresentation–Topic–Time–Criteriatoevaluate–EvaluatorsarekeysuccessfactorTip3:Peopledon’tspeakmightbebestlearnerTip4:PeoplegoodatroleplaymightnotbegoodlearnerExample:ManagementSkills•Participantsselected3topicsfrom11•Topicrequirement•Timeandassessors•Practice•Rightbeforethestage…...Participantsknewthetopic•AssessorsinteractedwithandprovidedfeedbacktoparticipantsExample:LeadershipStyleDescribeasituationwhenyouusedwhatyoulearnedaboutleadershipstylestoimprovetheeffectivenessofarelationship.Besuretocover:WhatmotivatedyoutoexaminethestyledifferenceWhatdidyoufindandhowWhatdidyoudotoflexyourstyleWhatweretheresultsExample:PerformanceAppraisalLevelThree:BehaviorHowtoevaluate?•Observation•PerformanceAppraisalInformation•Supervisorfeedback(oralorwritten)•Customerfeedback(oralorwritten)•Employeefeedback(oralorwritten)LevelThree:BehaviorAdvantages•Directpurposeoftraining•RecognizedbysupervisorandmanagementteamIssues•Timeconsuming•Expertisescarcity•Cooperationfromsupervisor/customer•Multiple“cause-effect”LevelThree:BehaviorTip1:Selectprogramcarefully•Behaviorbased–Companybehavior–Professionalskills–Managerialskills–Customerservice(smile,response)•Trainer’scooperation–Trainer’sexpertiseinevaluation–DocumentsreadybeforetrainingLevelThree:BehaviorTip2:EvaluationtimeinaccordancewithskillspracticeTip3:Supervisor’scooperationiskeysuccessfactor–Commitmentwhenregister–Mutualbenefit–BriefthekeypointsLevelThree:BehaviorTip4:“Takeadvantage”ofvendor–Keybehavioridentification–Questionnairesdesign–Time–ResultanalysisExample:TimeManagementTOT:TransferofTraining•Only%ofclassroomlearningwastransferredtowork!•ThetransfermustbePLANNED!TOT:TransferofTraining•A.Beforetaking…,couldyou…?•B.Canyoucurrently…?•C.Howoftenareyouapplying…onyourjobTOToccurredif»AisN»BisY»Cis=1YNYN012345TOT:TransferofTraining•A:“Y”/All-PriorKnowledgeRate•B:“N”/All-IncomprehensionRate•C:“0”/All-DisconnectRate•TOTRateAcceptableRate0-66%0-33%0-33%LowMidHigh0-33%34-66%67-100%LevelFour:ResultsHowtoevaluate?•Quantity•Quality•Safety•Sales•Costs•Profits•ROILevelFour:ResultsAdvantages•UltimatepurposeIssues•Timeconsuming•Expertisescarcity•CooperationfromManagement•Multiple“cause-effect”LevelFour:ResultsTip1:Selectprogramsthatothercausesa