There is a serious problem related to corporate training sessions – we want to see performance impact over time, but every training event ends with filling in evaluation sheets. All those test scores, certificates and even increased knowledge are only intermediate goals. Those are not the final achievements, because employee development has just one valid proof of success: changing behavior. How employees behave after a training session is the ultimate test of the quality of the training.
What is wrong with corporate training and its evaluation?
In regards to corporate training, there is still an approach to professional development that we can call the “belt line” approach. It is similar to diplomas issued by a university – it is a half-way achievement. A diploma is merely an entry ticket to the job market, and carries on into the HR department. HR provides training to make capable employees, nothing more and then managers should use the employee that have been trained.
Another reason why there are satisfaction scores is that they provide an immediate measure of the quality of the training, but the actual impact will be seen over longer period of time. It is a matter of fact – satisfaction surveys don’t really tell you anything about the learning impact. Asking about intent to change behavior is also a very easy maneuver. People grossly overestimate their capability to change their habits and attitudes.
How to take it further
Set a clear goal before you start training your employees. You may increase competency mastery or create more network links between leaders; both these goals can be measured with proper tools and analysis. Improvements in the field of effective leadership can, for example, be measured by performance reviews, engagement survey and interviews with direct reports. Match money spent to its importance.
How do you measure the efficiency of employee trainings?
Read more about this topic in our previous articles:
Ten steps to prove return on investment in employee training
How to prepare for measuring the ROI of internal training programs
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