Good Afternoon to All,
I am a new member of this site, and I was amazed to see the kind of discussions that happen here. I have a little query: We (My Team) are working on designing and developing a measure for measuring performance on both the Functional and Managerial Levels. It's like working on a Competency Framework. I would be very happy to receive comments and suggestions regarding the same.
Regards, Urmila
Mumbai
From India, Mumbai
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I am a new member of this site, and I was amazed to see the kind of discussions that happen here. I have a little query: We (My Team) are working on designing and developing a measure for measuring performance on both the Functional and Managerial Levels. It's like working on a Competency Framework. I would be very happy to receive comments and suggestions regarding the same.
Regards, Urmila
Mumbai
From India, Mumbai
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Hello Mumbai. Competencies are about inputs to the work process. Performance measurement is about the outputs of the work process. In this way, they are related.
Measuring performance is a big subject, and I can talk all day. Can you please tell us about your thoughts and what you have done so far, so that we can narrow down the discussion?
Les Allan
Author: [Managing Change in the Workplace](http://www.businessperform.com/html/managing_change.html)
[BusinessPerform](http://www.businessperform.com)
From Australia, Glen Waverley
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10Measuring performance is a big subject, and I can talk all day. Can you please tell us about your thoughts and what you have done so far, so that we can narrow down the discussion?
Les Allan
Author: [Managing Change in the Workplace](http://www.businessperform.com/html/managing_change.html)
[BusinessPerform](http://www.businessperform.com)
From Australia, Glen Waverley
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Dear Les Allan,
Nice to see your reply. As I said, we are looking for a framework to talk in detail about measuring the performance of the trainings we offer at both Managerial and Functional Levels. Currently, we assess these trainings using a 5-point scale. However, we aim to go beyond this scale and implement a method that evaluates performance before, immediately after, and after a certain time period post-training.
We are interested in quantifying these scores to assess the performance of employees in their daily work routines. Though I have some ideas in mind, they are not clear yet. It would be greatly appreciated if you could assist me with this.
Regards,
Urmila
From India, Mumbai
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Nice to see your reply. As I said, we are looking for a framework to talk in detail about measuring the performance of the trainings we offer at both Managerial and Functional Levels. Currently, we assess these trainings using a 5-point scale. However, we aim to go beyond this scale and implement a method that evaluates performance before, immediately after, and after a certain time period post-training.
We are interested in quantifying these scores to assess the performance of employees in their daily work routines. Though I have some ideas in mind, they are not clear yet. It would be greatly appreciated if you could assist me with this.
Regards,
Urmila
From India, Mumbai
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Hello Urmila. What are you currently measuring with your five point scale? Can you give us a couple of specific examples?
Secondly, what competencies (knowledge, skills, attitudes) are you training for? You mention managerial and functional (do you mean “operational”?) roles. This covers a very wide field. You could start by detailing one such role, what competencies you are training them in and how you are measuring them now. Then we can talk specifics. Otherwise I will be talking in vague generalities, which is then just a wate of our time.
Les Allan
Author: Managing Change in the Workplace
http://www.businessperform.com
From Australia, Glen Waverley
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Secondly, what competencies (knowledge, skills, attitudes) are you training for? You mention managerial and functional (do you mean “operational”?) roles. This covers a very wide field. You could start by detailing one such role, what competencies you are training them in and how you are measuring them now. Then we can talk specifics. Otherwise I will be talking in vague generalities, which is then just a wate of our time.
Les Allan
Author: Managing Change in the Workplace
http://www.businessperform.com
From Australia, Glen Waverley
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Dear Les,
As required, here is an example. We follow the Kirkpatrick training evaluation model - the first step (reaction level) through feedback forms which have subjective and objective questions. The participants rate us on a 5-point scale, with 1 being the average and 5 being excellent.
From India, Mumbai
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As required, here is an example. We follow the Kirkpatrick training evaluation model - the first step (reaction level) through feedback forms which have subjective and objective questions. The participants rate us on a 5-point scale, with 1 being the average and 5 being excellent.
From India, Mumbai
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Dear Les,
As required, here is an example. We follow the Kirkpatrick training evaluation models - the 1st step (reaction level) through feedback forms which have subjective and objective questions. The participants mark us on a 5-point scale from 1 being the average and 5 being excellent.
Some questions which we ask them are:
1) To rate the faculty on preparation
2) To rate the faculty on delivery
3) To rate the content
4) To rate the facilities
5) To rate the venue arrangements
We train them on all the 3 pillars of training (K,S,A). Operational level employees receive training on specific Managerial (Innovation, Conflict Management) & Functional (Selling, Communication, Analytical skills) training. Middle & Senior level employees are trained more on Managerial (Leadership Development, strategy orientation).
Regards,
Urmila
From India, Mumbai
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As required, here is an example. We follow the Kirkpatrick training evaluation models - the 1st step (reaction level) through feedback forms which have subjective and objective questions. The participants mark us on a 5-point scale from 1 being the average and 5 being excellent.
Some questions which we ask them are:
1) To rate the faculty on preparation
2) To rate the faculty on delivery
3) To rate the content
4) To rate the facilities
5) To rate the venue arrangements
We train them on all the 3 pillars of training (K,S,A). Operational level employees receive training on specific Managerial (Innovation, Conflict Management) & Functional (Selling, Communication, Analytical skills) training. Middle & Senior level employees are trained more on Managerial (Leadership Development, strategy orientation).
Regards,
Urmila
From India, Mumbai
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Hello Urmila. You say that you follow the Kirkpatrick model; however, you only mention what you have done with Level 1 evaluations. As you probably know, Level 2 evaluations evaluate the extent of learning; Level 3 measures the extent of behavior change on the job and Level 4 measures the benefit to the organization. How each organization should implement evaluation at each level, and decide which levels to implement, will depend on the circumstances of the organization, its budget, the expertise that it has available and the type of training programs that it runs.
I suggest that you start by reading Donald Kirkpatrick’s book, Evaluating Training Programs. In it, you will find many practical examples of implementation at each level. My book, From Training to Enhanced Workplace Performance, also contains practical training evaluation tools and templates. You can find it at http://www.businessperform.com/html/..._transfer.html In addition to my and Kirkpatrick’s book, you can find some general information about measuring the effectiveness of training at http://www.businessperform.com/html/...ffectiven.html
I hope that this is enough to get you started. I’m happy to discuss any specific issues that you may have with training evaluations.
Les Allan
Author: Managing Change in the Workplace
http://www.businessperform.com
From Australia, Glen Waverley
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I suggest that you start by reading Donald Kirkpatrick’s book, Evaluating Training Programs. In it, you will find many practical examples of implementation at each level. My book, From Training to Enhanced Workplace Performance, also contains practical training evaluation tools and templates. You can find it at http://www.businessperform.com/html/..._transfer.html In addition to my and Kirkpatrick’s book, you can find some general information about measuring the effectiveness of training at http://www.businessperform.com/html/...ffectiven.html
I hope that this is enough to get you started. I’m happy to discuss any specific issues that you may have with training evaluations.
Les Allan
Author: Managing Change in the Workplace
http://www.businessperform.com
From Australia, Glen Waverley
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Hi Urmila,
Thank you for your message. I have reviewed the links you provided. I was a little confused about how to directly correlate the training provided to an employee with the business results. Business outcomes depend on various inputs from both the organization and the individual.
Regards,
Les
From India, Mumbai
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Thank you for your message. I have reviewed the links you provided. I was a little confused about how to directly correlate the training provided to an employee with the business results. Business outcomes depend on various inputs from both the organization and the individual.
Regards,
Les
From India, Mumbai
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Yes, you are right. There is no direct correlation. However, if you train sales people, say, in making sales, you would expect an increase in sales income for the company. There are four techniques for isolating non-training factors from company impacts resulting from training. These are:
-trend line
-control group
-matched pairs
-estimation
I deal with each of these methods in my upcoming second edition of my book, From Training to Enhanced Workplace Performance.
Sometimes it is not appropriate to isolate a factor from the impact of training because it is an enabler of the positive effect of the program. Examples here are the implementation of a new bonus scheme to encourage the new behaviors and the placing of post-training on-the-job coaches. In my second edition, I devote a couple of sections to when it makes sense to try to isolate the impact of training and when not to.
I suggest you read Donald Kirkpatrick’s book for examples on how to conduct a Level 4 evaluation. Jack Phillips has also done a lot of work in this area and is well respected.
Les Allan
Author: Managing Change in the Workplace
http://www.businessperform.com
From Australia, Glen Waverley
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-trend line
-control group
-matched pairs
-estimation
I deal with each of these methods in my upcoming second edition of my book, From Training to Enhanced Workplace Performance.
Sometimes it is not appropriate to isolate a factor from the impact of training because it is an enabler of the positive effect of the program. Examples here are the implementation of a new bonus scheme to encourage the new behaviors and the placing of post-training on-the-job coaches. In my second edition, I devote a couple of sections to when it makes sense to try to isolate the impact of training and when not to.
I suggest you read Donald Kirkpatrick’s book for examples on how to conduct a Level 4 evaluation. Jack Phillips has also done a lot of work in this area and is well respected.
Les Allan
Author: Managing Change in the Workplace
http://www.businessperform.com
From Australia, Glen Waverley
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Coaching For High Performance Training.zip
PERFORMANCE EVALUATION FORM.doc
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