This video will provide information for tying training into business results so true ROI can be seen.
- One of your key roles, as a strategic HR partner, is to ensure employees are performing at their best, and if you spend time and money helping them improve performance, you want to show the leaders of your organization that the improvement made an impact on the business. Any formalized learning in your organization should be evaluated, so you can justify the expense, determine the effectiveness, evaluate the training itself, and identify room for improvement. One way to do that is with the model created in 1959 by Dawn Kirkpatrick, called the Kirkpatrick Model, and that will be the focus of this course.
There are a variety of training models out there, but I'm going to use Kirkpatrick's Model, because it is widely popular, and fairly simple. Before we get started, you may want to print out the worksheet, in the exercise files for this course, so you can follow along. Ready? Kirkpatrick's Model has four levels, reaction, learning, behavior, and results. Level one, reaction, is the first way to evaluate training. At this level, you will measure the reaction to the training program.
What are the learners opinions of the training content, and the trainer? If you've ever filled out an evaluation form at the end of any kind of workshop, the trainer was measuring learning at level one. At level two, learning, you are measuring the degree to which learners acquire the knowledge, or skills, you intended them to acquire. In other words, did the information transfer from the teacher into the learner's brain? Your final exams, in school, were measuring level two learning. At level three, you measure behavior change.
To what degree did the learners apply the information they learned? Did their behavior change as a result of the learning event? If you can measure what people are doing differently as a results of the training, then you are measuring level three learning. At level four, you are looking at business results, or the degree to which targeted outcomes occur as a result of the learning event, and as a result of the subsequent reinforcement of what was learned. If you can measure the business results of training, then that's level four. So, let's look at an example.
Say your customer satisfaction scores are declining, and it is determined that the employees need training on certain processes to allow them to provide better service, so you deliver a training to teach these processes. After the training is over, you give out the evaluation form, that's level one, then you ask everyone to fill out sample forms related to the processes, to see if they've got it, that's level two. A few weeks after the training, you ask managers if their staff are using these processes. They all tell you yes, their staff are using the new processes, so now your measuring learning at level three.
Now, to measure level four, you have to look at whether customer satisfaction scores have gone up. That was the intended outcome, right? Remember that level four is all about performance improvement and impact on the business. You can take it one step further, and be really awesome, by also looking at how the increased scores affect the bottom line. If there's a correlation between the training, increased satisfaction scores, and increased profits, then the training program was a real win. On a final note, always remember the managers play an important role in learning and performance.
If you teach new processes, and the managers don't foster environments that encourages use of those processes, then the behavior change cannot occur, and neither can the level four results you seek. So, part of designing training and measuring effectiveness is extending the learning beyond the training event. In the exercise file, you'll find Kirkpatrick's Model, as well as a sample training evaluation form, and a worksheet to help you evaluate one of your current training programs at all four levels. I'm excited for you to prove to your leaders that your learning programs are making a real impact.
- Tying HR to your company's vision and mission
- Strategic planning
- Measuring training program success
- Building engagement
- Creating culture