Evaluation can be inspiration

It still shocks me that organisations can spend millions of pounds on training programmes with only the vaguest anecdotal ideas of their impact. This doesn't just apply to training. Training is an example that we know well, but you could substitute any performance improvement programme in your function and much the same process would apply.

Evaluation of training programmes is not a back-covering exercise for those who have nothing better to do. At its best, it is a pro-active operation that starts BEFORE any training has happened and ends with well thought out reports that guide future training investments and decisions.

Evaluation is a PROCESS not a NUMBER
Many people ask: "What is the ROI on my training programme?" Our response is usually:

"whatever the number is, you get far more useful information from the PROCESS of finding the answer, than from the answer itself."

As with many things in life, the journey is as important as the destination. So what does a good journey look like?

A great training evaluation process

This is closely linked to the initial business case for a training programme. It:

* Estimates the impact of the programme BEFORE it occurs
* Identifies the metrics of measuring impact BEFORE the programme is designed, ensuring the design is closely aligned to outcomes rather than content
* Takes sample base line measures BEFORE a programme starts
* Takes sample measures DURING a programme where appropriate
* Takes sample impact measures at appropriate time intervals AFTER a programme is complete
* Enables senior management reporting on current and projected impact and value
* Enables training professionals to continuously improve the decision-making in their function, informing programme choice, design and delivery.

Use simple tools

Training evaluation can quickly be made very complicated – the main advice we offer to clients is to keep it straightforward and focus on the aspects of training evaluation that will add value to them. Use simple tools and concepts, and gradually build up a picture of the impact of your programme. If you try to do everything at once, you run a high risk of getting lost in all the data and systems you create.

What happens if the training evaluation is worrying?

If your training evaluation suggests that your programme is not delivering the results you want, try to treat this as good news. At least you know, and can do something about it. Of course, you may wish to be careful who you share this with.

Make sure YOU own your training evaluation system, not the finance function.
Training evaluation is about helping you improve, not finding excuses to cut budgets. Even when news is not so good, if it is presented well and with strong support, we can be inspired to go out and achieve more.