Measuring the effectiveness of training is a very difficult task, for stakeholders, training departments and end users. If you are a training manager or company stakeholder looking for ways to measure the effectiveness of your programs, these ten metrics are a great place to start.
One: Increased retention. Most Human Resources departments measure the rate of retention in all or various jobs. Many times, the front line, high turnover jobs are the ones that receive the most attention. If newly trained employees feel ill-equipped for the job, they are more likely to leave within their first 90 days. When you measure training success this way, higher retention points to a successful training program.
By Bryant Nielson, Managing Director On September 27, 2012 NO COMMENTS
Summary: Are you challenged with creating a new training department? Here are ten steps to help you create a Training Dojo, a place where employees go to learn about their jobs, progress to higher career levels, and discover how to become better managers and leaders.
A dojo is a martial arts training center – the place where learners come to absorb technique and wisdom. You can create a Training Dojo in your organization, a place where employees come to learn about their jobs, progress to higher career levels, and discover how to become better managers and leaders. Follow these 10 steps to create your Training Dojo.
One: Create a culture of development. Many organizations lack a culture that will allow training and development to grow. You must show the organization the benefits of training, from functional knowledge to career development. Explain that a training organization can lead to increased efficiency, lower turnover, higher retention, and a culture that allows learning to happen everywhere – not just in a classroom.
By Bryant Nielson, Managing Director On September 13, 2012 NO COMMENTS
Summary: Training metrics are vital to your department’s operations, but if they aren’t aligned with the company, you’re creating confusion and an inability to measure. Follow five steps to help you align your department’s metrics with the company’s metrics.
Measuring your training department’s performance and efficiency is very important. But, if your metrics do not align with the company’s overall metrics, how can you measure your department’s actual contribution? Once you align your department metrics with the company, you’ll not only be able to impact the business, but you’ll also be able to better calculate your department’s Return on Investment. Here are a few simple steps to help you align your metrics with the company.
First you have to know what the company metrics are. It’s simple, but it’s surprising how many training managers really don’t have a connection to the big picture at the company. You can start by analyzing the company’s mission, values, and strategy – is growth in the plan? Are new products being introduced? Is customer loyalty the number one metric? Along these lines, be aware of how employees are measured throughout the company – are your frontline employees reviewed on length of time spent with a customer, production, efficiency, or error reduction? You must take the time to determine the company’s metrics – from the mission level down to the employee level.
By Bryant Nielson, Managing Director On September 6, 2012 NO COMMENTS
Summary: It’s time to start measuring your training department. Start with these five items and you’ll get a good picture of what’s going on.
Measuring training can be difficult, especially when you consider all of the “angles”. You can measure for money, ROI, immediate success, or delayed success (or failure). When it comes to measuring your Training Department, there are five important ways to obtain a good picture of what’s going on and make corrections if necessary.
First, you should measure immediate reaction to training. This measurement method is often referred to as a “smile sheet” – a quick measurement that may take into account the fact that the class is still smiling. After all, they haven’t been back to the job to really apply what they’ve learned, have they? The argument against immediate reaction is just that: you get an immediate reaction only. But think about what you really are measuring: do the participants feel good when they leave, or were they uncomfortable with the instructor, the material, or the training experience in general? Do they feel their time was worthwhile upon first glance? Do they feel that the material is appropriate on first glance? These are all helpful ways to determine how well your instructors and training developers are doing. A first impression is usually fairly accurate, so use immediate reaction surveys after each course, for both in class and online interventions. But don’t use this method by itself.
By Bryant Nielson, Managing Director On November 15, 2008 NO COMMENTS
Is success really about who you know?
Or is what you know more important in today’s marketplace?
“It is more about who you know than what you know.” If you have been in any type of business for any length of time you have probably heard this old gem a thousands times. “It’s not what you know, but who you know that counts.” Well, while at one time this aged-old sentiment may have made some sense, it is certainly not true today.
Yes, some time ago, it was simple: the perfect average couple with a median income, 2.4 kids, B+ credit and a 20% cash down payment, came wide-eyed and bushy tailed to the real estate and mortgage professional looking for guidance. Sure enough, in that old-boys-club, good buddy era if you could name-drop a few important or familiar people; you got the business.