Hi Friends,
Greetings!!!
Can any body share with me as to how the Training Effectiveness of Soft Skills is mapped?
Can it be measured or it is subjective from person to person?
Please share format for Training Effectiveness mapping.
Regards,
G. P. Rane
098190 79985 :-P
From India, Mumbai
Greetings!!!
Can any body share with me as to how the Training Effectiveness of Soft Skills is mapped?
Can it be measured or it is subjective from person to person?
Please share format for Training Effectiveness mapping.
Regards,
G. P. Rane
098190 79985 :-P
From India, Mumbai
Dear Mr GP Rane,
The subject comes up for discussion time and again. Please refer my latest comments on the subject:
https://www.citehr.com/201166-how-ev...ctiveness.html
Thanks,
Dinesh V Divekar
From India, Bangalore
7883The subject comes up for discussion time and again. Please refer my latest comments on the subject:
https://www.citehr.com/201166-how-ev...ctiveness.html
Thanks,
Dinesh V Divekar
From India, Bangalore
Hello Sir,
Training effectiveness can be meaured with the help of famous kirkpatrick model. It talks abt 4 levels.
Firstly, before the provision of training, participants were required to give a pre-assessment form for the particual skills that we r training on them like for eg communication skills using a questioanire and it shud hav sum parameters like communication parameters can be listening skills, body language etc on 5pt rating scale. This will be required in the 2nd level
1) Reaction/immediate feedback:-After the training participants shud be given immediate feedback form for training focusing on content and faculty delievery
2) Learning- After 21 days of training, particiapnt are required to give post assessment of their skills to c whether there has been any improvement in the skills or any barriers enocounterd in the same. Here we can make use of the preassessment questionaire which we hav used before the provision of training and this assessment can be comapred with this post assessment. U can make use of statistical tools as well
3) Behavior- Which is main focus of our training , for checking whether there has been any improvement in the particiapnt ___skills & whether they r applying it on their job (nt attended training fr fun) this 3rd level will include a supervisor interview, for this u can make a questioanre
4) ROI- Main focus from the point of view of the org which is spending so much fr these training sessions.In terms of profits. Evaluation on this level is quite difficult nt nt yet ipossible..for this supervisor or particiapnt performance can be reviewd in terms of reduction in customer compaints, how quick he is reposnding to the customers, decision making skills, supersvior observation in overall beh.........For this u can either take the interview of both can sit with them on their performace report
Sir i hope in this way training effectiveness can be measured and incase of any clarification plz feel free to contact me
Regards
Sushma Kotnala
From India, New Delhi
Training effectiveness can be meaured with the help of famous kirkpatrick model. It talks abt 4 levels.
Firstly, before the provision of training, participants were required to give a pre-assessment form for the particual skills that we r training on them like for eg communication skills using a questioanire and it shud hav sum parameters like communication parameters can be listening skills, body language etc on 5pt rating scale. This will be required in the 2nd level
1) Reaction/immediate feedback:-After the training participants shud be given immediate feedback form for training focusing on content and faculty delievery
2) Learning- After 21 days of training, particiapnt are required to give post assessment of their skills to c whether there has been any improvement in the skills or any barriers enocounterd in the same. Here we can make use of the preassessment questionaire which we hav used before the provision of training and this assessment can be comapred with this post assessment. U can make use of statistical tools as well
3) Behavior- Which is main focus of our training , for checking whether there has been any improvement in the particiapnt ___skills & whether they r applying it on their job (nt attended training fr fun) this 3rd level will include a supervisor interview, for this u can make a questioanre
4) ROI- Main focus from the point of view of the org which is spending so much fr these training sessions.In terms of profits. Evaluation on this level is quite difficult nt nt yet ipossible..for this supervisor or particiapnt performance can be reviewd in terms of reduction in customer compaints, how quick he is reposnding to the customers, decision making skills, supersvior observation in overall beh.........For this u can either take the interview of both can sit with them on their performace report
Sir i hope in this way training effectiveness can be measured and incase of any clarification plz feel free to contact me
Regards
Sushma Kotnala
From India, New Delhi
Dear Sushma Kotnala,
From the theoretical standpoint, Kirk Patrick model is the best one. I have given my views on this model earlier. Please click the following link to read these:
https://www.citehr.com/119766-kirkpa...tml#post537381
However, this model is difficult to implement also. I did not find any training manager or Head Training coming forward and showing how did he/she implement this model in their company.
I came across with large number of training companies who crow lot about their capability but in terms of change hardly 1 or 2 companies have put up their case studies on implementation of this model.
I had given listing on Yahoo groups as well as LinkedIn groups about implementation of this model. However, no HR/Training professional came forward to show the results. Either they kept their cards close to their chest or they do not have anything to show!
Ok...
Dinesh V Divekar
From India, Bangalore
From the theoretical standpoint, Kirk Patrick model is the best one. I have given my views on this model earlier. Please click the following link to read these:
https://www.citehr.com/119766-kirkpa...tml#post537381
However, this model is difficult to implement also. I did not find any training manager or Head Training coming forward and showing how did he/she implement this model in their company.
I came across with large number of training companies who crow lot about their capability but in terms of change hardly 1 or 2 companies have put up their case studies on implementation of this model.
I had given listing on Yahoo groups as well as LinkedIn groups about implementation of this model. However, no HR/Training professional came forward to show the results. Either they kept their cards close to their chest or they do not have anything to show!
Ok...
Dinesh V Divekar
From India, Bangalore
Thanks Mr. Dinesh V Divekar & Ms. Sushma Kotnala, for your response. May I look forward to have few more HR Experts to share their experience? Regards, Mrs. G. P. Rane
From India, Mumbai
From India, Mumbai
Many thanks Mr. Divekar,
I have gone through your comments on the discussions under under Kirk Patrick Model and do agree with your views.
In fact very few of us have determination to persue the training effectiveness upto 3rd level of this model.
The failure or success of Training effectiveness depends largely upon initial home work and identification of Training Need itself.
Regards,
Mrs. G. P. Rane
From India, Mumbai
I have gone through your comments on the discussions under under Kirk Patrick Model and do agree with your views.
In fact very few of us have determination to persue the training effectiveness upto 3rd level of this model.
The failure or success of Training effectiveness depends largely upon initial home work and identification of Training Need itself.
Regards,
Mrs. G. P. Rane
From India, Mumbai
Hello sir,
Yes we do agree with Divekar sir, infact i did training effectiveness project as a part of my intership and i found the same thing, the Hr and infact the trainer themselves least bothered about the effectiveness. For them efectiveness means a feedback form which we generally give after the training session. Infact wen i tried my level best to achieve 4th level they were least bothered and they were more concerned about the next training session without concerning abt how much it is imprt for the org outcomes.
Hope in future all org wil take this ssue seriously .
Regards,
Sushma
From India, New Delhi
Yes we do agree with Divekar sir, infact i did training effectiveness project as a part of my intership and i found the same thing, the Hr and infact the trainer themselves least bothered about the effectiveness. For them efectiveness means a feedback form which we generally give after the training session. Infact wen i tried my level best to achieve 4th level they were least bothered and they were more concerned about the next training session without concerning abt how much it is imprt for the org outcomes.
Hope in future all org wil take this ssue seriously .
Regards,
Sushma
From India, New Delhi
Dear All,
I feel that in the whole exercise of training, we have to take care of all the stake holders for their interests.
The First and the foremost stake holder is the participant itself. Unless having any urge for learning, the exercise becomes futile or just a ritual.
The Second stake holder is the functional head or the department head who nominates the participant for leaning the skills. Unless his expectations are clear and very well spelt out, it becomes difficult to meet the same either by the participants or the trainer.
The Third stake holder is the organization or all other internal customers, who expect better performance from the participants or the department. Unless these expectations and the inter linkages are clear to all of the above, it remains the theoretical exercise.
This also covers tangible and intangible benefits such as return on the expenditure (investment in terms of time spent by participants, opportunity cost, etc) on training exercise, change in the mindset of participants and the culture, etc.
The best designed format and involvement of all the stake holders in true spirit can reduce the gaps and bring in harmony and synergy.
From my practical experience in for last 35 years, I feel that the effectiveness of Technical Training/ Skills is easy to map but for Soft Skills it remains much of the subjective.
If any of the experts have devised format for Soft Skill mapping, please share with us.
Regards,
Mrs. G. P. Rane
From India, Mumbai
I feel that in the whole exercise of training, we have to take care of all the stake holders for their interests.
The First and the foremost stake holder is the participant itself. Unless having any urge for learning, the exercise becomes futile or just a ritual.
The Second stake holder is the functional head or the department head who nominates the participant for leaning the skills. Unless his expectations are clear and very well spelt out, it becomes difficult to meet the same either by the participants or the trainer.
The Third stake holder is the organization or all other internal customers, who expect better performance from the participants or the department. Unless these expectations and the inter linkages are clear to all of the above, it remains the theoretical exercise.
This also covers tangible and intangible benefits such as return on the expenditure (investment in terms of time spent by participants, opportunity cost, etc) on training exercise, change in the mindset of participants and the culture, etc.
The best designed format and involvement of all the stake holders in true spirit can reduce the gaps and bring in harmony and synergy.
From my practical experience in for last 35 years, I feel that the effectiveness of Technical Training/ Skills is easy to map but for Soft Skills it remains much of the subjective.
If any of the experts have devised format for Soft Skill mapping, please share with us.
Regards,
Mrs. G. P. Rane
From India, Mumbai
Dear Mrs GP Rane,
(My apologies to you as earlier I had addressed you differently. By the way, why can't you be little informal and disclose your name?)
Coming to the main subject. You have given the list of the stakeholders in your previous post. However, I beg to differ with the order of the list. It should be in reverse order i.e. 1st stakeholder is organisation, then functional head and lastly the participant.
Whenever the subject of training effectiveness comes up for discussion in my sales call, I always tell my client that training be treated at par with discipline. If the feedback is good then participant is bound to create positive change at workplace. If this does not happen then organisation should take some disciplinary action against some participant. As long as this does not happen, it will not be possible to have impact of the training.
It is possible to measure the effectiveness of soft skill training. But to do this you need to have organisation that has some maturity.
Please call on my mobile number and I shall tell you what I do to measure the effectiveness.
Thanks,
Dinesh V Divekar
From India, Bangalore
(My apologies to you as earlier I had addressed you differently. By the way, why can't you be little informal and disclose your name?)
Coming to the main subject. You have given the list of the stakeholders in your previous post. However, I beg to differ with the order of the list. It should be in reverse order i.e. 1st stakeholder is organisation, then functional head and lastly the participant.
Whenever the subject of training effectiveness comes up for discussion in my sales call, I always tell my client that training be treated at par with discipline. If the feedback is good then participant is bound to create positive change at workplace. If this does not happen then organisation should take some disciplinary action against some participant. As long as this does not happen, it will not be possible to have impact of the training.
It is possible to measure the effectiveness of soft skill training. But to do this you need to have organisation that has some maturity.
Please call on my mobile number and I shall tell you what I do to measure the effectiveness.
Thanks,
Dinesh V Divekar
From India, Bangalore
Dear Shri Divekar,
I feel that disciplinary action is not at all a solution but a tool at the hands of management that should be sparingly used. The need of disciplinary action is felt only due to absence of learning attitude by the participant or indifferent attitude of the stake holders.
Thanks and regards,
Mrs G. P. Rane
From India, Mumbai
I feel that disciplinary action is not at all a solution but a tool at the hands of management that should be sparingly used. The need of disciplinary action is felt only due to absence of learning attitude by the participant or indifferent attitude of the stake holders.
Thanks and regards,
Mrs G. P. Rane
From India, Mumbai
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