What if we train our staff and they leave?
What if we don’t and they stay!

One of the biggest problems facing most HR or Training managers is not how to access training but how to evaluate its success.

Amazingly, for many Organisations, the traditional four level (‘happy sheet’) developed by Donald Kirkpatrick in 1959 is still used as a ‘value’ tool when clearly it offers very little in the way of evaluating ROI.

Isn't that what training is all about after all?  Ok, the simplistic ‘on a scale of 1-5 how was it for you’ offers a useful ‘knee jerk’ reaction to what has just gone before but does nothing to evaluate associated values such as ‘change’ ‘upskilling’ improved performance’

When was the last time you attended a training course and received regular performance evaluation sheets that you completed on an on going basis (and possibly used as part of the Organisation’s personal development programme)?

Not many hands going up for that one. How many handouts and workbooks must be gathering dust in a drawer or cupboard because of this lack of ‘follow on evaluation?’

Kirkpatrick has its place. The four levels;
1. Reaction (how was it for you?)
2. Tested learning (Questions / Quiz etc)
3. Application (how will you use this training) 
4  How will it benefit the Organisation?

All provide a framework or structure to the training model or content. However, in many cases, much of the training is only evaluated to level 2. This, therefore, creates an almost unhealthy obsession with ‘happy sheets’ as if they are some sort of shield to hide behind when it comes to questions from senior management on the value of the training undertaken.

The success or otherwise of the training can sometimes be down to the type of biscuits. However, don’t let that detract from the importance of training ambiance – including venue and hospitality – but it adds nothing to the ROI value of the training. 

Jack Phillips – author of ‘return on investment in training’ places great emphasis on the measurement and evaluation of training. His ‘fifth level’ (one step beyond business benefit) is more than simply benefit x cost. It asks the question. How should we measure the value of training?

It could be simply, the value might be recognised as ‘acting as a team to share best practise’ and using this ‘new found’ information to improve business or personal skills. This certainly helps to measure the business improvement by identifying what part of the training contributed to the change but is still largely superficial.

Over the years we have come across (and used) many evaluation techniques in an attempt to clarify the solid benefits to be gained from training, especially soft skill coaching – our speciality. Those attending our own training courses are invited to complete a post analysis document that runs to 5 pages and emphasises the emotional aspects to the training rather than ‘how was it for you'. It certainly helps to guide us in how we can continually improve the courses but still falls short of identifying the ROI value.

HR Managers when evaluating training are also continually asking the question ‘what is the ROI on evaluating ROI?’ For some, the depth of analysis is a viable option, for many it is not. Jack Phillips estimation and adjustment approach has gathered favour over the years but is still largely more relevant to larger Organisations and then usually on a project by project basis. Useful for setting goals or targets but lacking a clear understanding of the value of the training application.

It is clear, based on 25 years of business skill coaching, that training evaluation based on value is not easy. Kirkpatrick helps to obtain an immediacy of impact (did like / didn’t like) and is useful for structuring the format or content but it lacks substance. Phillips ROI is most certainly a step in the right direction and receives numerous plaudits with global industries but it still concludes that measurement of ROI is not an easy task relying as it does on estimation rather than measurement.

The difficulty with much of the evaluation techniques is not so much what is being measured but when. Sure, improvements based on training will be assessed at the appraisal or review stage but what if you only have appraisals once a year?  Evaluation of training needs to be on going with regular ‘fire breaks’ to check on the progress being made. It would seem one of the drawbacks to many of the current evaluation programmes is the basis on which it is being formulated. So where do we start

There are 7 questions that should be asked when planning a training programme:

1. Does anyone really need this training?
Can people work it out for themselves or will it speed up the learning process and subsequent payback?

2. Does everyone need the training?
Could other members of staff also benefit from the (customer care) programme including those not directly in the front line?

3. How much will it cost per person?
Is it more economical to run the course in - house or are discounts available for more for more than one attendee?

4. How can I measure the success quantitively?
Those attending a personal selling course would be expected to increase in sales on a target comparison basis.

5. How can I measure its success qualitatively?
Consider how to evaluate success. An increase in higher spending customers, fewer technical queries etc.

6. How quickly will the training date?
Is the training content tried and tested and considered a valued method or is it simply a fad or 'of the moment' activity?

7. How will this training retain staff?
Do you promote from within? Does your staff recognise this value and are you providing managerial coaching to those employees grooming them for the future?

The importance of effective evaluation is not simply ‘are we getting value for money from our training provider’ but a vital consideration in today’s highly competitive environment. Training has to be seen as adding value to the business, however, rather than being seen as an act of faith it has to understand what value we are measuring in our evaluation.

Is it learning to new skills to enable us to carry out our job more effectively? Is it encouraging a change of mindset? Is it to enable a cross fertilisation of ideas or is it a longer term measure.

Whatever it is, the starting point has to be now. Evaluate your training before rather than after. What is it we wish to achieve? Do we fully understand the emotional quotient of the programme and the impact this has on the performance change ideals we desire?

There is much debate among trainers on the most effective evaluation tool. It is doubtful that ‘one size fits all’ is the answer (Kirkpatrick) or even the ROI value (Phillips et al), however, what is for sure is the fact that staff training and business skill coaching has never been so important in helping an Organisation meet the ever changing needs of the 21st Century business environment.

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