Which training outcome relates to trainees providing feedback about their satisfaction

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Chapter 6, Training Evaluation

Chapter 6, Training Evaluation

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1. 1. Training Evaluation Chapter 6 6th Edition Raymond A. Noe Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Training Evaluation Chapter 6 6th Edition Raymond A. Noe KACUNG ABDULLAH 122150086
2. 2. 6-2 Learning Objective • Explain why evaluation is important • Identify and choose outcomes to evaluate a training program • Discuss the process used to plan and implement a good training evaluation • Discuss the strengths and weaknesses of different evaluation designs
3. 3. 6-3 Learning Objective • Explain why evaluation is important • Identify and choose outcomes to evaluate a training program • Discuss the process used to plan and implement a good training evaluation • Discuss the strengths and weaknesses of different evaluation designs
4. 4. 6-4 Introduction  Training effectiveness: Benefits that the company and the trainees receive from training  Training outcomes or criteria: Measures that the trainer and the company use to evaluate training programs  Training evaluation:The process of collecting the outcomes needed to determine if training is effective  Evaluation design: Collection of information, including whom, what, when, and how, for determining the effectiveness of the training program
5. 5. 6-5 Introduction Training evaluation:The process of collecting the outcomes needed to determine if training is effective Evaluation design: Collection of information, including whom, what, when, and how, for determining the effectiveness of the training program
6. 6. 6-6 Reasons for EvaluatingTraining • Companies make large investments in training and education and view them as a strategy to be successful; they expect the outcomes of training to be measurable • Training evaluation provides the data needed to demonstrate that training does provide benefits to the company • It involves formative and summative evaluation
7. 7. 6-7 Formative Evaluation • Takes place during program design and development • It helps ensure that the training program is well organized and runs smoothly • Trainees learn and are satisfied with the program • It provides information about how to make the program better; it involves collecting qualitative data about the program • Pilot testing: Process of previewing the training program with potential trainees and managers or with other customers
8. 8. 6-8 Summative Evaluation • Determines the extent to which trainees have changed as a result of participating in the training program • It may include measuring the monetary benefits that the company receives from the program (ROI) • It involves collecting quantitative data
9. 9. 6-9 Summative Evaluation • A training program should be evaluated: • To identify the program’s strengths and weaknesses • To assess whether content, organization, and administration of the program contribute to learning and the use of training content on the job • To identify which trainees benefited most or least from the program
10. 10. 6-10 Summative Evaluation • To gather data to assist in marketing training programs • To determine the financial benefits and costs of the program • To compare the costs and benefits of: • Training versus non-training investments • Different training programs to choose the best program
11. 11. 6-11 Figure 6.1 -The Evaluation Process
12. 12. 6-12 Table 6.1 - Evaluation Outcomes
13. 13. 6-13 Table 6.1 - Evaluation Outcomes
14. 14. 6-14 Outcomes Used in the Evaluation of Training Programs • Reaction outcomes • It is collected at the program’s conclusion • Cognitive outcomes • Determine the degree to which trainees are familiar with the principles, techniques, and processes emphasized in the training program • Skill-based outcomes • The extent to which trainees have learned skills can be evaluated by observing their performance in work samples such as simulators
15. 15. 6-15 Outcomes Used in the Evaluation of Training Programs • Affective outcomes • If trainees were asked about their attitudes on a survey, that would be considered a learning measure • Results: Used to determine the training program’s payoff for the company
16. 16. 6-16 Outcomes Used in the Evaluation of Training Programs • Return on investment • Direct costs: Salaries and benefits for all employees involved in training; program material and supplies; equipment or classroom rentals or purchases; and travel costs • Indirect costs: Not related directly to the design, development, or delivery of the training program • Benefits:Value that the company gains from the training program
17. 17. 6-17 Outcomes Used in the Evaluation of Training Programs • Training Quality Index (TQI): Computer application that collects data about training department performance, productivity, budget, and courses, and allows detailed analysis of this data • Quality of training is included in the effectiveness category
18. 18. 6-18 DeterminingWhether Outcomes areAppropriate Criteria Relevance The extent to which training outcomes are related to the learned capabilities emphasized in the training program. Criterion contamination - the extent that training outcomes measure inappropriate capabilities or are affected by extraneous conditions. Criterion deficiency - the failure to measure training outcomes that were emphasized in the training objectives. Reliability The degree to which outcomes can be measured consistently over time. Discrimination The degree to which trainees’ performance on the outcome actually reflects true differences in performance. Practicality The ease with which the outcome measures can be collected.
19. 19. 6-19 Figure 6.2 - Criterion Deficiency, Relevance, and Contamination Outcomes Measured in Evaluation Outcomes Identified by Needs Assessment and Included in Training Objectives Outcomes Related to Training Objectives Contamination Relevance Deficiency
20. 20. 6-20 Evaluation Practices • It is important to recognize the limitations of choosing to measure only reaction and cognitive outcomes • To ensure an adequate training evaluation, companies must collect outcome measures related to both learning and transfer
21. 21. 6-21 Figure 6.3 -Training Evaluation Practices Outcomes PercentageofCompaniesUsingOutcome
22. 22. 6-22 Figure 6.4 -Training Program Objectives andTheir Implications for Evaluation
23. 23. 6-23 Evaluation Designs • Threats to validity: Factors that will lead an evaluator to question either the: • Internal validity:The believability of the study results • External validity:The extent to which the evaluation results are generalizable to other groups of trainees and situations
24. 24. 6-24 Table 6.6 -Threats toValidity
25. 25. 6-25 Methods to Control forThreats toValidity • Pretests and post-tests: Comparison of the post-training and pretraining measures can indicate the degree to which trainees have changed as a result of training • Use of comparison groups: Group of employees who participate in the evaluation study but do not attend the training program • Hawthorne effect
26. 26. 6-26 Methods to Control forThreats toValidity • Random assignment: Assigning employees to the training or comparison group on the basis of chance alone • It is often impractical • Analysis of covariance
27. 27. 6-27 Types of Evaluation Designs • Post-test only: Only post-training outcomes are collected • Appropriate when trainees can be expected to have similar levels of knowledge, behavior, or results outcomes prior to training • Pretest/post-test: Pretraining and post-training outcome measures are collected • Used by companies that want to evaluate a training program but are uncomfortable with excluding certain employees
28. 28. 6-28 Table 6.7 Comparison of Evaluation Designs
29. 29. 6-29 Types of Evaluation Designs • Pretest/post-test with comparison group: Includes trainees and a comparison group • Differences between each of the training conditions and the comparison group are analyzed determining whether differences between the groups were caused by training
30. 30. 6-30 Types of Evaluation Designs • Time series:Training outcomes are collected at periodic intervals both before and after training • It allows an analysis of the stability of training outcomes over time • Reversal:Time period in which participants no longer receive the training intervention • Solomon four-group: Combines the pretest/post-test comparison group and the post-test-only control group design • This design controls for most threats to internal and external validity
31. 31. 6-31 Table 6.10 - Factors that Influence the Type of Evaluation Design
32. 32. 6-32 Determining Return on Investment • Cost-benefit analysis: Process of determining the economic benefits of a training program using accounting methods that look at training costs and benefits • ROI should be limited only to certain training programs, because it can be costly • Determining costs • Methods for comparing costs of alternative training programs include the resource requirements model and accounting
33. 33. 6-33 Determining Return on Investment Determining benefits – Methods include:  Technical, academic, and practitioner literature  Pilot training programs and observance of successful job performers  Observance of successful job performers  Estimates by trainees and their managers To calculate ROI  Identify outcomes  Place a value on the outcomes  Determine the change in performance after eliminating other potential influences on training results  Obtain an annual amount of benefits  Determine the training costs  Calculate the total benefits by subtracting the training costs from benefits (operational results)  Calculate the ROI by dividing operational results by costs  The ROI gives an estimate of the dollar return expected from each dollar invested in training
34. 34. 6-34 Table 6.11- Determining Costs for a Cost Benefit Analysis
35. 35. 6-35 Determining Return on Investment • Utility analysis: Cost-benefit analysis method that involves assessing the dollar value of training based on: • Estimates of the difference in job performance between trained and untrained employees • The number of individuals trained • The length of time a training program is expected to influence performance • The variability in job performance in the untrained group of employees
36. 36. 6-36 Practical Considerations in Determining ROI • Training programs best suited for ROI analysis: • Have clearly identified outcomes • Are not one-time events • Are highly visible in the company • Are strategically focused • Have effects that can be isolated
37. 37. 6-37 Practical Considerations in Determining ROI • Showing the link between training and market share gain or other higher-level strategic business outcomes can be very problematic • Outcomes can be influenced by too many other factors not directly related to training • Business units may not be collecting the data needed to identify the ROI of training programs • Measurement of training can be expensive
38. 38. 6-38 Table 6.13-Examples of ROI’s
39. 39. 6-39 Success Cases and Return on Expectations • Return on expectations (ROE): Process through which evaluation demonstrates to key business stakeholders that their expectations about training have been satisfied • Success cases: Concrete examples of the impact of training that show how learning has led to results that the company finds worthwhile
40. 40. 6-40 Measuring Human Capital andTraining Activity • American Society ofTraining and Development (ASTD): Provides information about training hours and delivery methods that companies can use to benchmark • Workforce analytics: Practice of using quantitative methods and scientific methods to analyze data from human resource databases and other databases to influence important company metrics
41. 41. 6-41 Measuring Human Capital andTraining Activity • Dashboards:Computer interface designed to receive and analyze the data from departments within the company to provide information to managers and other decision makers • Useful because they can provide a visual display using charts of the relationship between learning activities and business performance data
42. 42. 6-42 Table 6.14 -Training Metrics
43. 43. 6-43 Terima Kasih

What relates to whether trainees are using training content back on the job?

What is the process of collecting the outcomes needed to determine whether training is effective?

Which of the following statements best differentiate formative evaluation from summative evaluation?

Which of the following statement is true of Solomon four group evaluation design?