Unit 5- training evalutaion pptx
- 2. Training Evaluation – Introduction Reasons for evaluating training Outcomes used in the evaluation of the training programs Factors determining the outcomes of Evaluation – Evaluation Techniques and Instruments –Kirkpatrick Evaluation Model - Formative & Summative Evaluation-Philips ROI Model-Kaufman Five Level Model- Anderson Model Resistance to training evaluation – Future of Training and Development OrganizationDevelopment-Characters- Process BY MANOJ KUMAR.T B.Tech,MBA,NET.. Asst Professor Sri Kaliswari Institute of Management and Technology
- 3. Importance of Training Evaluation • Training is a very costly and time consuming process. It is essential to determine its effectiveness in terms of achievement of specific training objectives. • Individuals like to know how much they learnt or how well they are doing. The sooner employees know the results of a quiz or test, the sooner they can assess their progress. • The sooner employees receive positive feedback from the trainer, the less time they will waste.
- 4. Importance of Evaluation Evaluation of training would provide useful information about the effectiveness of training as well as about the design of future training programmes. It will enable an organization to monitor the training programme and also to modify its future programmes of training. The evaluation of training also provides useful data on the basis of which relevance of training and its integration with other functions of human resource management can be examined. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 5. Types Of Evaluation The two types of outputs from the evaluation phase are Process evaluation & Outcome Evaluation Process Evaluation : Process Evaluation compares the developed training to what actually takes place in the training program. Outcome Evaluation : Determines how well training objectives has been accomplished. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 6. Resistance to training Evaluation Training Managers can come up with a surprising number of reasons for not evaluating training. The reason are as follows 1) There is nothing to evaluate For some companies training is simply a reward for good performance or something mandated so everyone has to attend. 2) No one really cares about evaluating training This explanation usually means that no one specifically asked for, demanded or otherwise indicated a need for assessment of training outcome. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 7. Resistance to training Evaluation 3) Evaluation is threat to job This point indicates fear of result is the on e of the important reason behind people not having evaluation system. When people thing of evaluation they often connect with the single final output at a part that represents success or failure. Naturally no manager is ready to document a failure program when it happens. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 8. Outcome used in the evaluation of training program To determine how well the training met or meeting its goals, it is necessary to examine various outcome measures. The outcome ordered are as follows. 1) Reaction Outcome These are measures of trainee’s perception, emotions and subjective evaluation and are important because favorable reactions create motivation to learn. This outcomes tells whether the training ongoing is interesting or boring High reaction indicate from trainees indicate that the attention was most likely and obtained. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 9. Outcome used in the evaluation of training program 2) Learning Outcome These outcomes are measured by how well the learning objectives and purpose were achieved. Employees KSA were measured to determine whether they were adequate for job performance. The outcome should be similar that of decided in the design stage. 3) Job Behavior Outcome These are the measure of the degree to which the learned behavior has transferred to the job. It can be done only after completion of training. The degree to which the job behavior improves place a role on how much the training will improve the organization result T.Manoj kumar Asst Professor, SKIMT Training and Development
- 10. Outcome used in the evaluation of training program 4) Organizational Results At this level of income organization performance gap is identified. Some examples of organization results are A. High levels of scrap are being produced. B. Employees are quitting in record number. C. Sales figures are dropping. D. The number of rejects from the quality control is rising. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 11. EVALUATION MODELS 1) The Kirkpatrick Taxonomy Model • Kirkpatrick Taxonomy is one of the most widely used methods for evaluating the effectiveness of corporate training programs. • Developed and designed by Don Kirkpatrick, the framework offers a comprehensive four-level strategy to evaluate the effectiveness of any training course or program. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 12. Evaluation Models The four levels used in this are T.Manoj kumar Asst Professor, SKIMT Training and Development
- 13. EVALUATION MODELS Level 1: Reaction This is the level where you gauge how the participants responded to the training given to them. To be able to identify if the conditions for learning were present, you can ask the participants to complete a short survey or feedback forms and gauge their reactions to training. Level 2: Learning In the second stage, the idea is to understand what the participants learned from the training. In most cases, practical tests or short quizzes before and after the training are used to assess this. Level 3: Behavior This is the stage that takes place a while after the training. In this stage, you try to assess whether the participants actually put what they learned into practice in their job roles. This can be done either by asking participants to complete self-assessments or by asking their supervisor to formally assess them. Level 4: Results In the last stage, you need to evaluate whether the training met the stakeholders’ expectations by determining the return on the expectations, also known as ROE T.Manoj kumar Asst Professor, SKIMT Training and Development
- 14. EVALUATION MODELS 2) The Phillips ROI Model Very similar to the Kirkpatrick model in approach, the Phillips ROI model has an extra step, which is to evaluate the program’s return on investment (ROI) by measuring the difference between training cost and training results. Here is the step by step procedure to calculate ROI as per this method – • Collect the pre-training data The first step here is to collect pre-program data as a baseline measure that allows you to compare metrics before and after training. • Collect the post-training data The next step is to collect post-training data through varied sources such as participants, organizational performance records, team/peer group, participants’ supervisors, and other internal/external groups. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 15. EVALUATION MODEL • Isolate the effects of a training program At this stage, determine whether results discovered are actually due to the training program. Identify all the key factors that might have contributed to the performance improvement • Convert the data to monetary gains Once you’ve isolated the effect of the program, you need to convert the data to monetary values and compare it to the overall program costs • Calculate the return Use the formula below to calculate the return. In case the training results exceed the cost, it is an indication of a positive training ROI. Whereas if the cost of training is more than the results, enterprises need to change their approach. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 16. EVALUATION MODEL 3) Summative and Formative Evaluation • A thorough evaluation can give you the best insight into the drawbacks of your training. So, it is also important to know how to assess a training program both while it’s being developed (formative evaluation), and after it has been delivered. (summative evaluation) How to Conduct a Formative Evaluation? • The steps to conduct a formative evaluation are – • Reviewing the training materials with one or a group of trainees • Using the material in a situation similar to that of an actual training program to see the impact of the material • Holding group discussions with the trainees to gain feedback • Assessing the material with managers and supervisors who oversee trainees T.Manoj kumar Asst Professor, SKIMT Training and Development
- 17. Evaluation Models How to Conduct a Summative Evaluation? • Some of the steps to conduct a summative evaluation are – • Testing trainees on how well they grasped the information provided • Asking trainees for their opinion about the training program after it has been delivered • Measuring changes in production and quality of work that has been accomplished post-training • Conducting surveys or interviews with each trainer to gain a better understanding of what they learned T.Manoj kumar Asst Professor, SKIMT Training and Development
- 18. Evaluation Models 4) Kaufman's Five Levels of Evaluation Kaufman’s Levels of Learning Evaluation is one of the other popular types of training evaluation methods that build on or reacts to Kirkpatrick’s model. The levels and considerations of this method are as below – T.Manoj kumar Asst Professor, SKIMT Training and Development
- 19. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 20. Evaluation Models Level 1- Input and Process The first level of Kaufman’s evaluation method is broken down into two parts. Level 1a is the “Enabling” evaluation, designed to evaluate the quality and availability of physical, financial and human resources. This is an input level. Level 1b, “Reaction,” evaluates the efficiency and acceptability of the means, methods and processes of the proposed training program. Test subjects are asked how they feel about the instruction. Level 2 and 3 - Micro Levels Levels 2 and 3 are classified as micro levels designed to evaluate individuals and small groups. Level 2, “Acquisition,” evaluates the competency and mastery of the test group/individual in a classroom setting. Level 3, “Application,” evaluates the success of the test group/individual’s utilization of the training program. Test subjects are monitored to determine how much and how well they implement the knowledge they gained within the organization. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 21. Evaluation Models Level 4 - Macro Level “Organization Output” is level 4 in Kaufman’s method of evaluation. This level is designed to evaluate the results of the contributions and payoffs of the organization as a whole as a result of the proposed training program. Success is measured in terms of the organization's overall performance and the return on investments. Level 5 - Mega Level In the final level of Kaufman’s method of evaluation, “Societal Outcomes,” the contributions to and from the client and society as a whole are evaluated. Responsiveness, potential consequences and payoffs are gauged to determine the success of implementing the proposed training program. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 22. EVALUATION MODELS Anderson's Model of Learning Evaluation • Yet another type of training evaluation method, the Anderson model, helps businesses to keep their business strategy a priority. There are three stages to the Anderson Model – • Stage 1: Evaluating your current training programs against the business’ strategic priorities. • Stage 2: The stage of measuring the contribution of training to strategic business results. • Stage 3: At this stage, you find the most relevant approaches for your company and decide whether the ROI is worthwhile. • If you’re not satisfied with the results of ROI measurement in stage 3, it’s time to make improvements to your training programs. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 23. Reasons for Evaluating Training 1. To justify the existence of training department by showing how it contributes to the organization's objectives and goals. 2. To decide whether to continue or discontinue training program 3. To gain information on how to improve future training programs T.Manoj kumar Asst Professor, SKIMT Training and Development
- 24. Organizational Development Kurt Lewin is the founding father of OD, a German-American Psychologist. Kurt Lewin played a key role in the evolution of organization development as it is known today. Organization development (OD) is the study of successful Organizational Change and performance. Organization development is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals. T.Manoj kumar Asst Professor, SKIMT Training and Development
- 25. Organizational Development OD relies on information from personality theory, learning theory, motivation theory, group dynamics, power, leadership and organizational design. Organisational Development is a planned, systematic process of organisational change based on behavior science research and theory It is based on the principles regarding the behavior of individuals and groups in organizations.
- 27. Characteristic of Organization Development 1. Planned change - Also called change intervention 2. Comprehensive change - OD involves total system 3. Emphasis on workgroups - OD efforts are oriented towards individuals and groups 4. Long range change - OD takes months/years to implement 5. Participation of a change agent - The services of outside expert (Do it yourself is discouraged)
- 28. Characteristic of Organization Development 6. Emphasis on interventions - Techniques by change agents 7. Collaborative management - No traditional management (No - Do what I say) 8. Organisational culture - Particular culture to particular organisation 9. Action Research - The process of identifying the organisation’s specific problems, gathering and analyzing organisational data and taking action to solve problems
- 30. Organization Development-Process The organizational development process is “based on the action research model opens in new window which begins with an identified problem or need for change,” according to HR People. It is cyclical, which means that it can be repeated as many times as necessary until the desired result is achieved. The following are the four core steps of the organizational development process. DIAGNOSIS • The first step in the organizational development process is identifying problems that could interfere with organizational effectiveness. HR People notes that it “can also begin when leadership has a vision of a better way and wants to improve the organization.” • This step also involves understanding the causes. It may be completed through interviewing or surveying members of the organization or business. According to Health Behavior and Health Education: Theory, Research, and Practice opens in new window, this step involves examining an organization’s:Mission,Goals,Policies,Structures and technologies,Climate and culture,Environmental factors,Desired outcomes
- 31. ACTION PLANNING • The next step involves creating an actionable strategy to address the problems diagnosed previously. It is a good idea to come up with multiple plan options and then identify the most effective one to implement. This can involve testing various solutions and assessing whether a chosen plan is achievable. INTERVENTION • During the intervention stage, leaders implement the strategy planned in the previous step. It is important to closely monitor progress and adhere closely to the action plan. Depending on the identified problem, interventions might include professional development, team building or structural interventions, HR People says. EVALUATION • Once intervention has begun, stakeholders should track the impact of the changes by gathering and analyzing relevant data. Business leaders can then determine whether the intervention was successful or if other action plans should be created to address the problem. • The four steps of the organizational development process help organizations “better absorb disruptive technologies, market opportunities, and ensuing challenges and chaos” so they can improve from the inside out, Boundless explains Organization Development-Process
- 32. REFERENCES P. Nick Blanchard and James W. Thacker, EffectiveTraining: Systems, Strategies and Practices Pearson India Education Services Pvt.Ltd
- 33. mail id : manothamu@gmail.com WhatsApp :+919150860613