It is imperative to monitor the results and value of employee training. For corporate organizations, this is one way of finding out if their investment generated satisfactory results. One of the effectual ways to measure the helpfulness of this activity is by instituting quality Key Performance Indicators or KPI. These indicators function as points of reference to gauge and enhance progress towards a set of bigger objectives. Nonetheless, these should be monitored properly.
Quantifying the results of employee training programs can be difficult since you have to determine the sine qua non benefits of morale. Another predicament is that the proficiency and knowledge that people bring to a task symbolize only a single element in job performance. In many instances, factors that are free from an employee’s capabilities will either slow down or boost work performance.
Acceptable Practices in the Measurement of Training Results
There are commonly accepted procedures in determining training results.
One is initial employee response. It is practical to give out a feedback form to each employee after the completion of the training for employees and include questions that will get reactions on meeting expectations based on the course description. Find out employees’ response to the topics and the relevance of this subject matter to their jobs. Some other questions that can be included are the following:
- Was the trainer receptive to the needs of the group?
- Were the materials easy to understand?
- Can this program be recommended to other employees?
The response will provide you an idea of the employees’ opinion about the training program, trainer and materials.
Another way of measuring effectiveness is to give tests before and after the training. Compare the results of these tests to gauge the effectiveness of the employee training program. Observe the achievements or performance of employees during the weeks following the conduct of this training program.
You will also notice the effect on job performance although this will depend on the quality of training and particular undertakings. Keep in mind that performance in many jobs is affected by factors that may have little impact on what was imparted to trainees in a particular workshop. It is not uncommon for participants to infuse new skills in their work but it is possible that some supervisors will resist these. This is one reason why managers should be oriented about the advantages of training for employees.
There is also the aspect of cost and benefit assessment. It is important to measure the ultimate benefits of training. This can be the most daunting challenge that you may deal with in your bid to put together a business basis for training programs. For corporate entities that have a lot of moving parts or highly complicated operational techniques, quantifying the usefulness of training is made achievable through a performance management system. If this is organized as it should be, employee training management systems can fully computerize procedures. In turn, this will create, deliver and manage training which can then be connected to employee roles and skills.