Professional Documents
Culture Documents
Evaluation
Front-end Process
Concurrent with Design or Purchase
Identify Target/Goals
Collect Pre-training or Baseline Data
Reaction
Customer Service Index
Usually Questionnaire
Feedback on Program
Content
Activities
Instructor
Did they like it?
Learning
Behavior/Skill Application
Effectiveness Index
Transfer of Learning to the Workplace
Non-Observable Results
Effectiveness Index
Occurring in the Mind
Cognitive (problem-solving skills)
Affective (attitudes, commitment)
Impact
Results Index
Bottom-Line Impact
Return on Investment
In the application of skills, has there been
any impact on the business?
Summative
After program development
Is the program effective?
To determine merit, worth, value
Value of
Frequency of Difficulty of
Information
Use
Assessment
Lowest
Frequently
Easy
Highest
Infrequently
Difficult
Learning
Application
Impact
Organizational Results
Work/Task/Job
Job Behavior
Individual/Person
Preferences
Learning
Reaction
On-the-Job
Performance
On-the-Job
Performance
Operational
Results
Level I Evaluation
Level II Evaluation (Post)
Level II Evaluation
(Pre)
Needs Assessment
(Should & Is)
Level III Evaluation
(Pre)
Time
Needs Assessment
(Should & Is)
Level IV Evaluation
(Pre)
Operational
Results
Level I - Reaction
Level II - Learning
Level III - Behavior
Level IV - Results
Reaction Evaluation
General Principles
Determine PurposesDecisions to be Made
Determine How Data Will be Tabulated
Elicit a Personal Response
Make Decisions Based on Item Responses
Design of
Reaction Evaluations
Introductory Statement
Closing Statement
Directions for Filling Out Form
Easy-to-Follow Layout
Professional Appearance
Statement about Confidentiality or
Anonymity
Dimensions of Reaction
Evaluations
Program
Objectives/Content
Program Materials
Delivery
Methods/Technologies
Instructor/Facilitator
Instructional Activities
Program Length/Time
Training Environment
Planned Action/Transfer
Expectation
Logistics/Administration
Overall Evaluation
Recommendations for
Program Improvement
Question Construction
Common Errors
Double-Barreled Questions
The instructor was knowledgeable and
enthusiastic.
Leading or Subjectively-Worded
Questions
Why was this the best training you ever
attended?
High -------------------------------Low
Important---Neutral---Unimportant
Reaction Evaluations
What about.
Problems?
Dont Smile About Smile Sheets
Jones, J. J. (1990). Dont smile about
smile sheets. Training & Development,
44(12), 19-21.
Humor
Ten Rules for Perfect Evaluations
http://www.karinrex.com/tc_evals.html
Learning Evaluation
Purpose:
Did they learn what was intended?
Knowledge Acquisition
Skill Development
Micro - Macro
Drivers Ed Written & Driving Test
Business Results
Designing a Learning
Evaluation
9 Determine who/what decisions will be made
9 Link learning objectives to learning activities
9 Pilot learning tests
9 Revise tests as necessary
9 Validate tests and establish norms/standards
Validity
Content Validity
Construct Validity
Concurrent Validity
Predictive Validity
Reliability
Does it consistently measure the ability to perform?
Does it consistently identify those who can and cannot?
Test-Retest
Parallel Form
Inter-Item
Inter-rater
Item Analysis
Item Difficulty Index
Norm
Norm vs CriterionReferenced
Criterion
Post Avg.
60
80
Percent Increase
Post Pre
Pre
x
100
80-60
60
x
100 = 33% increase
1.
2.
3.
4.
5.
6.
Knowledge Tests
Write-in or Short Answer
Binary (including True-False)
Multiple Choice
Matching Column
Essay/Open Answer
Practical Application Item
Write-In or Short-Answer
"The influencing approach that involves painting an
image of the future and the benefits or achieving the
goal are _______ _______."
Limited # of Correct Answers - Easy to Score
Does Not Adapt to "How" or "Why" Questions
Test Items Can Cue Correct Answer
Cannot be Machine-Scored
Binary
"A manager who believes that employees cannot be
trusted and will work only when being closely
controlled is called (a) a Theory X manager; (b) a
Theory Y manager."
"When reviewing a person's performance, you should
compare the person's actual results to the
performance standards agreed upon for that
employee. True or False
Easy to Score - Machine Scoreable
Questions Limited in Scope
Ambiguity - "Trick Questions"
Multiple-Choice
"Greater pressure aids carbonation because
a. it makes water boil
b. CO2 breaks down chemically
c. it forces CO2 molecules in between water
molecules
d. CO2 clings to the inside of the glass
Easy to Score - Machine-Scoreable
Can be More Complex than Binary Questions
Less Likely to Guess
Take Time to Develop - Logical Wrong Answers
Matching Column
Part
___1. Alternator
___2. Carburetor
___3. Spark Plug
___4. Radiator
Function
a. Cools the engine
b. Ignites fuel
c. Keeps track of mileage
d. Mixes oil and gas
e. Mixes gas and air
f. Recharges the battery
Competency Demonstrations
Behavioral Checklist
Behaviorally Anchored Rating Scale (BARS)
Behavioral Frequency Worksheet
Behavioral Observation Scale
Effectiveness Rating Worksheet
Best-Solution Approach
Behavioral Results
Are people using the skills & behaviors they were
taught?
Is the work environment supporting the use of these
skills and behaviors?
Focus on whether the partnership of training and
management has worked... not in identifying which
partner had the most impact.
Macro-evaluation
Groups
Identify benefits returned to organization
Behavioral Results
5 Critical Questions
Who is the client?
What is the business need?
What outcomes, in behavioral terms, are
expected?
How will you know these have occurred?
How long should you wait before checking?
Organization
Or the 7 buckets
Manager
Tracking Designs
Option 1: Pre-and Post-Training Design
Trainees
Pre-Training
X
Training
yes
Post-Training
X
yes
no
X
X
(self-report only)
yes
X (then)
--
yes
Pre-Then-Post Level 3
Evaluation
Pre - Before I take singing
lessons, I rate myself as a
pretty good singer
Then - After I take singing
lessons, I realize that I was a
terrible singer back then
Post - Now that I have taken
lessons, I rate myself as a
GREAT singer
Non-Observable Results
Mental Skills
Ability to analyze situations,
make decisions, & solve
problems.
Mental Skills
One-to-One Interviews with Participants
Disagree
2
Somewhat
Disagree
3
Somewhat
Agree
4
Agree
Strongly
Agree
Operational Results
Operational Results
7 Questions
Client and business need?
Cause of problem? How to maximize opportunity?
What operational results to track?
What knowledge & skills are causally linked to
operational results?
What is the cost of the program?
What info. will determine if results are occurring?
How long to wait?
When to Do ROI?
Factors to Consider
ROI Model
Evaluation
Instruments
Evaluation
Purposes
Collect
Data
Evaluation
Timing
Tabulate
Program
Costs
Isolate the
Effects of
Training
Evaluation
Levels
Convert Data
to Monetary
Value
Calculate
Return on
Investment
Identify
Intangible
Benefits
organizational records
questionnaires
follow-up sessions
others
Control Groups
Trend Line Analysis
Estimates of Trainings Effects (%)
participants, supervisors, management
% confidence
Hard Data
Soft Data
Direct Conversion
Expert Opinion
Participant, Supervisor,
Management Estimation
Training Impact
Return
or
Benefit
Investment
or
Cost
Benefits
- Costs
Return
$60,000
-$20,000
$40,000
Benefit /
Cost Ratio
Benefits
Costs
$60,000
$20,000
Total ROI=
$40,000
BCR=
3 or 3:1
Non-Monetary Benefits
How much is it worth?
saving lives by decreasing
emergency response time
increasing customer satisfaction
by fewer delays in airline travel
others
Conclusions/Implications
judgments made from the results
Recommendations
made after careful considerations of
conclusions
Presenting Evaluation
Results
Who will receive report
What will be reported
Where will the report be presented
How will the report be presented
Hold on a
minute!
Back to ROI
Are you being asked to prove
the worth of HRD?
Tobins Law
If you start and end all of your learning
efforts by focusing on the organizations goals,
you will never be asked to do an ROI analysis
to justify your budget.
http://tobincls.com/fallacy.htm
Heres a thought!
The process is more important
than the numbers.
What do YOU think?