Dear All,
Our company is involved in construction. We conduct several technical, functional, and behavioral trainings. For technical training, we have customized forms to measure the effectiveness of the training. Since the benefits of behavioral trainings are intangible, we are seeking a user-friendly questionnaire/form or any other method to measure and record the effectiveness of trainings such as:
- Business Communication and Presentation Skills
- Leadership Skills
- Computer Skills
- Advanced Excel
If you can suggest any solutions, please share them with me. I look forward to your responses.
Regards,
Smita
From India, Pune
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Our company is involved in construction. We conduct several technical, functional, and behavioral trainings. For technical training, we have customized forms to measure the effectiveness of the training. Since the benefits of behavioral trainings are intangible, we are seeking a user-friendly questionnaire/form or any other method to measure and record the effectiveness of trainings such as:
- Business Communication and Presentation Skills
- Leadership Skills
- Computer Skills
- Advanced Excel
If you can suggest any solutions, please share them with me. I look forward to your responses.
Regards,
Smita
From India, Pune
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Dear Smita,
Behavioural trainings come with a lot of intangibles. We generally first make a note of behaviors pre-training; all these behaviors are noted in terms of a standardized questionnaire. These questionnaires are designed depending on the industry, the work stress level, culture of the company, and so on.
Then, we test the individuals on a specific behavioral pattern that is expected according to the company's rules and regulations. All these are measured on a REBT scale. Then, a gap is identified.
Regards,
Sonali Wagle
wagle.sonali@gmail.com
From India, Thana
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5Behavioural trainings come with a lot of intangibles. We generally first make a note of behaviors pre-training; all these behaviors are noted in terms of a standardized questionnaire. These questionnaires are designed depending on the industry, the work stress level, culture of the company, and so on.
Then, we test the individuals on a specific behavioral pattern that is expected according to the company's rules and regulations. All these are measured on a REBT scale. Then, a gap is identified.
Regards,
Sonali Wagle
wagle.sonali@gmail.com
From India, Thana
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Hi Smita,
We have a tool called SLIM which is being used to measure the effectiveness of behavioral trainings. It revolves around the KRA of the employees and is being done as a third-party audit. I am attaching the brochure for your perusal.
For any further clarification and support, let me know at
.
Regards,
Naveen
9910263984
From India, Delhi
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We have a tool called SLIM which is being used to measure the effectiveness of behavioral trainings. It revolves around the KRA of the employees and is being done as a third-party audit. I am attaching the brochure for your perusal.
For any further clarification and support, let me know at
Regards,
Naveen
9910263984
From India, Delhi
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Dear Smita,
I would like to address the following points regarding the subject at hand:
a) Change after Behavioral training can be best understood and measured by superiors. When you train your employees or managers, are their superiors competent to comprehend the change?
b) Training programs aim to set standards. Before proceeding with any training program, are you clear about the standards an employee should achieve after the training? Additionally, you should inform them of the consequences if they fail to meet those standards.
c) At the end of the training session, feedback is generally collected. If the feedback is positive but there are no tangible results, what plan or strategy do you have in place to address this situation?
d) My comments on the modules you mentioned are as follows:
i) Business Communication and Presentation skills: Set the standards. After ____ days of training, participants must meet these standards.
ii) Leadership skills: The success of leadership lies in employee empowerment, leadership qualities displayed by top management, and organizational culture. For lower levels, post-training feedback from subordinates and superiors can be used to measure changes. It is crucial to be clear on the desired change.
iii) Computer skills: Conduct a test after ____ days of training.
iv) Advanced Excel: Conduct a test after ____ days of training.
For your information.
Dinesh V Divekar
From India, Bangalore
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I would like to address the following points regarding the subject at hand:
a) Change after Behavioral training can be best understood and measured by superiors. When you train your employees or managers, are their superiors competent to comprehend the change?
b) Training programs aim to set standards. Before proceeding with any training program, are you clear about the standards an employee should achieve after the training? Additionally, you should inform them of the consequences if they fail to meet those standards.
c) At the end of the training session, feedback is generally collected. If the feedback is positive but there are no tangible results, what plan or strategy do you have in place to address this situation?
d) My comments on the modules you mentioned are as follows:
i) Business Communication and Presentation skills: Set the standards. After ____ days of training, participants must meet these standards.
ii) Leadership skills: The success of leadership lies in employee empowerment, leadership qualities displayed by top management, and organizational culture. For lower levels, post-training feedback from subordinates and superiors can be used to measure changes. It is crucial to be clear on the desired change.
iii) Computer skills: Conduct a test after ____ days of training.
iv) Advanced Excel: Conduct a test after ____ days of training.
For your information.
Dinesh V Divekar
From India, Bangalore
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Dear Mr. Divekar,
Thank you for your reply. It has triggered some thought process in line with the subject matter.
The first question you have raised is really a BIG QUESTION. The seniors are not competent enough to observe changes or, let's say, measure changes after behavioral training. There is a lot of approximation in the feedback.
We have a pre-decided curriculum and standards (generally mentioned in 4-5 points), typically as "after the program the participant will be able to do ____ _________ __________ etc."
I wanted to design an evaluation form or process. Would you be able to help me with some more inputs on this?
Thanks & Regards,
Smita
From India, Pune
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Thank you for your reply. It has triggered some thought process in line with the subject matter.
The first question you have raised is really a BIG QUESTION. The seniors are not competent enough to observe changes or, let's say, measure changes after behavioral training. There is a lot of approximation in the feedback.
We have a pre-decided curriculum and standards (generally mentioned in 4-5 points), typically as "after the program the participant will be able to do ____ _________ __________ etc."
I wanted to design an evaluation form or process. Would you be able to help me with some more inputs on this?
Thanks & Regards,
Smita
From India, Pune
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Hi Smitha,
The effectiveness of any training is very important. I'm sure you conduct TNA. The TNA should tell you why an individual requires a particular training. TNA should also tell you the manager's perspective as to why this individual requires this training.
So, pre-assessment or an understanding of the requirements is necessary. Then set training expectations and conduct the training.
One month or three months after the training, please go back to the trainees and find out how this training has influenced them in their work, intrapersonal relations, and interpersonal relations. Do they see any prominent positive changes?
Do the same thing with the managers too regarding the trainee.
Regards,
Mon
From India, Bangalore
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The effectiveness of any training is very important. I'm sure you conduct TNA. The TNA should tell you why an individual requires a particular training. TNA should also tell you the manager's perspective as to why this individual requires this training.
So, pre-assessment or an understanding of the requirements is necessary. Then set training expectations and conduct the training.
One month or three months after the training, please go back to the trainees and find out how this training has influenced them in their work, intrapersonal relations, and interpersonal relations. Do they see any prominent positive changes?
Do the same thing with the managers too regarding the trainee.
Regards,
Mon
From India, Bangalore
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