2 Aug 2013
PMG Meeting, Singapore
Measuring the effectiveness
of training – myth or reality?

What is
EFFECTIVENESS
of training?

What are some key
CHALLENGES
in organization training?

Program design is not always linked to
business objectives
Training may not be addressing the key
needs of the organisation
Implication

Lack of effective post-training follow up,
reinforcement and measurement
Training
effectiveness
cannot be
measured
Implications
Learning design
cannot be
adjusted in real
time
Performance gap
not closed in time

Participants are not clear about the business
goals and strategic initiatives of the company
Transfer of learning to the job may not
happen
Implication

You cannot manage what you cannot
measure!
”
“

The
KIRPATRICK
model for evaluation

The Kirkpatrick Model for training evaluation

Reaction
The Kirkpatrick Model for training evaluation
Smile sheet
Feedback form
To what degree
participants react
favourably to the
learning event
Level 1

LearningReaction
The Kirkpatrick Model for training evaluation
Pre/Post test
Performance test
Smile sheet
Feedback form
To what degree
participants acquire
the intended
knowledge, skills
and attitudes based
on their
participation in the
learning event
To what degree
participants react
favourably to the
learning event
Level 2Level 1

BehaviourLearningReaction
The Kirkpatrick Model for training evaluation
Superior f/back
Behaviour obs.
Pre/Post test
Performance test
Smile sheet
Feedback form
To what degree
participants apply
what they learned
during training
when they are
back on the job
To what degree
participants acquire
the intended
knowledge, skills
and attitudes based
on their
participation in the
learning event
To what degree
participants react
favourably to the
learning event
Level 3Level 2Level 1

ResultsBehaviourLearningReaction
The Kirkpatrick Model for training evaluation
% increase in
sales, profits etc.
Superior f/back
Behaviour obs.
Pre/Post test
Performance test
Smile sheet
Feedback form
To what degree
targeted
outcomes occur,
as a result of
learning event(s)
and subsequent
reinforcement
To what degree
participants apply
what they learned
during training
when they are
back on the job
To what degree
participants acquire
the intended
knowledge, skills
and attitudes based
on their
participation in the
learning event
To what degree
participants react
favourably to the
learning event
Level 4Level 3Level 2Level 1

ResultsBehaviourLearningReaction
The Kirkpatrick Model for training evaluation
% increase in
sales, profits etc.
Superior f/back
Behaviour obs.
Pre/Post test
Performance test
Smile sheet
Feedback form
To what degree
targeted
outcomes occur,
as a result of
learning event(s)
and subsequent
reinforcement
To what degree
participants apply
what they learned
during training
when they are
back on the job
To what degree
participants acquire
the intended
knowledge, skills
and attitudes based
on their
participation in the
learning event
To what degree
participants react
favourably to the
learning event
Level 4Level 3Level 2Level 1
Easy to implement
Usually done

ResultsBehaviourLearningReaction
The Kirkpatrick Model for training evaluation
% increase in
sales, profits etc.
Superior f/back
Behaviour obs.
Pre/Post test
Performance test
Smile sheet
Feedback form
To what degree
targeted
outcomes occur,
as a result of
learning event(s)
and subsequent
reinforcement
To what degree
participants apply
what they learned
during training
when they are
back on the job
To what degree
participants acquire
the intended
knowledge, skills
and attitudes based
on their
participation in the
learning event
To what degree
participants react
favourably to the
learning event
Level 4Level 3Level 2Level 1
Difficult to implement
Not usually done
Easy to implement
Usually done

How can this be
IMPLEMENTED

How can this be
IMPLEMENTED
(easily)?

Start TNA with the end in mind – what are
the organisation’s business goals
1

Translate business goals into indicators or
metrics for departments and individuals
2

Identify the specific actions and
behaviours that can positively impact the
business goals
3
Actions and
behaviours
must be
measurable

Write learning objectives that can be
drivers for these actions and behaviours
4

Build post-training activities during
program design
5
Only 15% of what is learned during training will be applied on
the job if it is not reinforced and monitored.
- Research by Robert Brinkerhoff

ResultsBehaviourLearningReaction
Starting with the end in mind
To what degree
targeted
outcomes occur,
as a result of
learning event(s)
and subsequent
reinforcement
To what degree
participants apply
what they learned
during training
when they are
back on the job
To what degree
participants acquire
the intended
knowledge, skills
and attitudes based
on their
participation in the
learning event
To what degree
participants react
favourably to the
learning event
Level 4Level 3Level 2Level 1

ResultsBehaviourLearningReaction
Starting with the end in mind
To what degree
targeted
outcomes occur,
as a result of
learning event(s)
and subsequent
reinforcement
To what degree
participants apply
what they learned
during training
when they are
back on the job
To what degree
participants acquire
the intended
knowledge, skills
and attitudes based
on their
participation in the
learning event
To what degree
participants react
favourably to the
learning event
Level 4Level 3Level 2Level 1
“Start with the end
in mind”
“Identify indicators
and behaviours”
“Design post training activities with
program design and evaluation”

ResultsBehaviourLearningReaction
Starting with the end in mind
To what degree
targeted
outcomes occur,
as a result of
learning event(s)
and subsequent
reinforcement
To what degree
participants apply
what they learned
during training
when they are
back on the job
To what degree
participants acquire
the intended
knowledge, skills
and attitudes based
on their
participation in the
learning event
To what degree
participants react
favourably to the
learning event
Level 4Level 3Level 2Level 1
1
“Start with the end
in mind”
“Identify indicators
and behaviours”
“Design post training activities with
program design and evaluation”

ResultsBehaviourLearningReaction
Starting with the end in mind
To what degree
targeted
outcomes occur,
as a result of
learning event(s)
and subsequent
reinforcement
To what degree
participants apply
what they learned
during training
when they are
back on the job
To what degree
participants acquire
the intended
knowledge, skills
and attitudes based
on their
participation in the
learning event
To what degree
participants react
favourably to the
learning event
Level 4Level 3Level 2Level 1
12 3
“Start with the end
in mind”
“Identify indicators
and behaviours”
“Design post training activities with
program design and evaluation”

ResultsBehaviourLearningReaction
Starting with the end in mind
To what degree
targeted
outcomes occur,
as a result of
learning event(s)
and subsequent
reinforcement
To what degree
participants apply
what they learned
during training
when they are
back on the job
To what degree
participants acquire
the intended
knowledge, skills
and attitudes based
on their
participation in the
learning event
To what degree
participants react
favourably to the
learning event
Level 4Level 3Level 2Level 1
12 34 5
“Start with the end
in mind”
“Identify indicators
and behaviours”
“Design post training activities with
program design and evaluation”

What will this
ACHIEVE
?

Framework for measurement
of effectiveness of training

Training aligned to business goals

Ability to make real time
changes to help meet
the business goals

Measurable and
Effective Training

What is needed for the
SUCCESS
of this model?

Agreement on business measures is required
even before the learning intervention is
designed
Other teams need to get involved in the
entire learning process
Implication

Participants (and their supervisors) need to be aware
of the business goals, the objectives of the program
and how it links to their job and KPIs
Communication
between HR/Training
and other teams is
critical
Implications
Participants and
supervisors must
understand what will
be measured after
training
Supervisors may
need to be included
in the learning and
evaluation design
process

Appropriate tools and processes for post training
follow up and measurement need to be put into place
Indicators and measures of
behaviours and actions
need to be defined clearly
and realistically
Implications
Process of measurement
should be defined

Monitoring mechanism / tools need to be available to
check in real time if performance gaps are being
closed and business goals are being met
Business dashboard for training / learning &
development is required for monitoring and tracking
Implication

But the most
CRITICAL NEED
is this…

HR has to STOP
playing a support role in the organisation!

HR
needs to start playing the role of a
strategic business partner
in the organization

Accord Business Solutions Pte. Ltd.
146 Robinson Road, #07-01, Singapore 068909
Phone: +65 9298 9590
Singapore | India | UAE
www.accordsingapore.com.sg | saurabh@accordsingapore.com.sg
A presentation by Saurabh Anand