Measuring Training Effectiveness and Impact -training can be measured in a variety of ways

Training can be measured in a variety of ways including
[List (Items I-V) are in increasing order of business value]:

I – Prior to training

  • The number of people that say they need it during the needs assessment process.
  • The number of people that sign up for it.

II – At the end of training

  • The number of people that attend the session.
  • The number of people that paid to attend the session.
  • Customer satisfaction (attendees) at end of training.
  • Customer satisfaction at end of training when customers know the actual costs of the training.
  • A measurable change in knowledge or skill at end of training.
  • Ability to solve a “mock” problem at end of training.
  • Willingness to try or intent to use the skill/ knowledge at the end of training.

III – Delayed impact (non-job)

  • Customer satisfaction at X weeks after the end of training.
  • Customer satisfaction at X weeks after the training when customers know the actual costs of the training.
  • Retention of Knowledge at X weeks after the end of training.
  • Ability to solve a “mock” problem at X weeks after end of training.
  • Willingness to try (or intent to use) the skill/ knowledge at X weeks after the end of the training.

IV – On the job behavior change

  • Trained individuals that self-report that they changed their behavior / used the skill or knowledge on the job after the training (within X months).
  • Trained individuals who’s managers report that they changed their behavior / used the skill or knowledge on the job after the training (within X months).
  • Trained individuals that actually are observed to change their behavior / use the skill or knowledge on the job after the training (within X months).

V – On the job performance change

  • Trained individuals that self-report that their actual job performance changed as a result of their changed behavior / skill (within X months).
  • Trained individuals who’s manager’s report that their actual job performance changed as a result of their changed behavior / skill (within X months).
  • Trained individuals who’s manager’s report that their job performance changed (as a result of their changed behavior / skill) either through improved performance appraisal scores or specific notations about the training on the performance appraisal form (within X months).
  • Trained individuals that have observable / measurable (improved sales, quality, speed etc.) improvement in their actual job performance as a result of their changed behavior / skill (within X months).
  • The performance of employees that are managed by (or are part of the same team with) individuals that went through the training.
  • Departmental performance in departments with X % of employees that went through training ROI (Cost/Benefit ratio) of return on training dollar spent (compared to our competition, last year, other offered training, preset goals etc.).

Other measures

  • CEO / Top management knowledge of / approval of / or satisfaction with the training program.
  • Rank of training seminar in forced ranking by managers of what factors (among miscellaneous staff functions) contributed most to productivity/ profitability improvement.
  • Number (or %) of referrals to the training by those who have previously attended the training.
  • Additional number of people who were trained (cross-trained) by those who have previously attended the training. And their change in skill/ behavior/ performance.
  • Popularity (attendance or ranking) of the program compared to others (for voluntary training programs).
© April, 1998

As seen on Gately Consulting

About Dr John Sullivan

Dr John Sullivan is an internationally known HR thought-leader from the Silicon Valley who specializes in providing bold and high business impact; strategic Talent Management solutions to large corporations.

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