Describe evaluation of training.

Evaluation of training program is the most important step of training process. Cost-benefit analysis generally is more feasible for training and development than for many other HRM functions. Cost are relatively easy to compute: they equal direct costs of training (trainer, materials, and lost productivity, if training is some on company time) plus indirect costs (a fair share of the administrative overhead of the HR department). The evaluation should be made by comparing the results (the benefits) with the objectives of the training and development program that were set in the assessment phase. It is easier to evaluate the results of some programs (for example, typing) than others. The criteria used to evaluate training depend on the objectives of the program and who sets the criteria: management, trainers, or the trainees.

Criteria for Evaluation

There are three types of criteria for evaluating training: internal, external, and participants’ reaction. Internal criteria are directly associated with the content of the program ---- for example, whether the employee learned the facts of guidelines covered in the program. External criteria are related mire to the ultimate purpose of the program ---- for example, improving the effectiveness of the employee. Possibly external criteria include job performance rating, the degree of learning transferred from training and development sessions to on-the-job situations, and increases in sales volume or decreases in turnover. Participants’ reaction, or how the subjects feel about the benefits of a specific training or development experience, is commonly used as an internal criterion. Most experts argue that it is more effective to use multiple criteria to evaluate training. One view of a multiple-criterion evaluation system was developed by Kirkpatrick. He suggests measuring the following:

 Participants’ reaction – whether subjects like or dislike the program, the participant indicates his or her satisfaction with the program

 Learning – the extent to which the subjects have assimilated the knowledge offered and skills practiced in the training program. Dies the participant score higher on tests after the training or development than before?

 Behavior – an external measure of changes or lack of changes in job behavior; the ratings a participant received in performance appraisal (comparison of “before” and “after” ratings).

Results – the effective of the program on organizational dimensions such as employee turnover, productivity, volume of sales, or error-free letters typed.