Evaluating Training Programs - Berrett-Koehler Publishers

[Pages:24]An Excerpt From

Evaluating Training Programs

by Donald L. Kirkpatrick and James D. Kirkpatrick Published by Berrett-Koehler Publishers

Contents

Foreword

ix

Foreword to the Third Edition

xi

Preface

xv

Part One: Concepts, Principles, Guidelines,

and Techniques

1

1. Evaluating: Part of a Ten-Step Process

3

2. Reasons for Evaluating

16

3. The Four Levels:An Overview

21

4. Evaluating Reaction

27

5. Evaluating Learning

42

6. Evaluating Behavior

52

7. Evaluating Results

63

8. Implementing the Four Levels

71

9. Managing Change

75

10. Using Balanced Scorecards to Transfer Learning

to Behavior

82

11. So How Is E-Learning Different?

95

v

vi

Contents

Part Two: Case Studies of Implementation

115

12. Developing an Effective Level 1 Reaction Form:

Duke Energy Corporation

117

13. Evaluating a Training Program for Nonexempt

Employees: First Union National Bank

124

14. Evaluating a Training Program on Developing

Supervisory Skills: Management Institute,

University of Wisconsin

131

15. Evaluating a Leadership Training Program:

Gap Inc.

144

16. Evaluating a Leadership Development Program:

U.S. Geological Survey

168

17. Evaluating a Leadership Development Program:

Caterpillar, Inc.

186

18. Evaluating Desktop Application Courses:

Pollak Learning Alliance (Australia)

200

19. Evaluating an Orientation Program for New

Managers: Canada Revenue Agency, Pacific

Region

206

20. Evaluating Training for an Outage Management

System: PacifiCorp

221

21. Evaluating a Coaching and Counseling Course:

Grupo Iberdrola (Spain)

239

22. Evaluating a Performance Learning Model:

Defense Acquisition University

262

23. Evaluating an Information Technology Skills

Training Program:The Regence Group

276

24. Evaluating a Performance Improvement Program:

Toyota Motor Sales, U.S.A., Inc.

287

25. Evaluating a Career Development Initiative:

Innovative Computer, Inc.

321

Contents vii

26. Evaluating the Four Levels by Using a New

Assessment Process:Army and Air Force

Exchange Service (AAFES)

343

27. Evaluating a Training Program at All Four Levels:

Cisco Systems, Inc.

351

Index

361

The Authors

373

Chapter 1

Evaluating: Part of a Ten-Step Process

The reason for evaluating is to determine the effectiveness of a training program.When the evaluation is done, we can hope that the results are positive and gratifying, both for those responsible for the program and for upper-level managers who will make decisions based on their evaluation of the program. Therefore, much thought and planning need to be given to the program itself to make sure that it is effective. Later chapters discuss the reasons for evaluating and supply descriptions, guidelines, and techniques for evaluating at the four levels.This chapter is devoted to suggestions for planning and implementing the program to ensure its effectiveness. More details can be found in my book Developing Managers and Team Leaders (Woburn, MA: Butterworth Heinemann, 2001).

Each of the following factors should be carefully considered when planning and implementing an effective training program:

1. Determining needs 2. Setting objectives 3. Determining subject content 4. Selecting participants 5. Determining the best schedule 6. Selecting appropriate facilities 7. Selecting appropriate instructors 8. Selecting and preparing audiovisual aids 9. Coordinating the program 10. Evaluating the program

3

4

Concepts, Principles, Guidelines, and Techniques

Suggestions for implementing each of these factors follow.

Determining Needs

If programs are going to be effective, they must meet the needs of participants. There are many ways to determine these needs. Here are some of the more common:

1. Ask the participants. 2. Ask the bosses of the participants. 3. Ask others who are familiar with the job and how it is being

performed, including subordinates, peers, and customers. 4. Test the participants. 5. Analyze performance appraisal forms.

Participants, bosses, and others can be asked in interviews or by means of a survey. Interviews provide more detailed information, but they require much more time. A simple survey form can provide almost as much information and do it in a much more efficient manner.

A survey form, such as the one shown in Exhibit 1.1, can be readily developed to determine the needs seen both by participants and by their bosses.The topics to be considered can be determined by interviews or simply by answering the question, What are all the possible subjects that will help our people to do their best? The resulting list becomes the survey form.

As Exhibit 1.1 indicates, participants are asked to complete the survey by putting a check in one of three columns for each item.This is a much better process than having them list their needs in order of importance or simply writing down the topics that they feel will help them to do their job better. It is important to have them evaluate each topic so that the responses can be quantified.

After you tabulate their responses, the next step is to weight these sums to get a weighted score for each topic.The first column, Of great need, should be given a weight of 2; the second column, Of some need, should be given a weight of 1; and the last column, a weight of 0.The weighted score can then be used to arrive at a rank order for individual needs. If two topics are tied for third, the next rank is fifth, not

Evaluating

5

Exhibit 1.1. Survey of Training Needs

In order to determine which subjects will be of the greatest help to you in improving your job performance, we need your input. Please indicate your need for each subject by placing an X in the appropriate column.

Subject

Of great need

Of some need

Of no need

1. Diversity in the workforce--understanding employees

2. How to motivate employees

3. Interpersonal communications

4. Written communication

5. Oral communication

6. How to manage time

7. How to delegate effectively

8. Planning and organizing

9. Handling complaints and grievances

10. How to manage change

11. Decision making and empowerment

12. Leadership styles--application

13. Performance appraisal

14. Coaching and counseling

15. How to conduct productive meetings

16. Building teamwork

17. How to discipline

18. Total quality improvement

19. Safety

20. Housekeeping

21. How to build morale--quality of work life (QWL)

22. How to reward performance

23. How to train employees

24. How to reduce absenteeism and tardiness

25. Other topics of great need 1. 2.

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