Measuring Training
Our approach is based on the Kirkpatrick methodology of measuring training effectiveness and correlates training delivered to business impact and outcomes. In order to drive behaviour change following a training course, the delegates need further support and reinforcement. Traditionally this is done via follow up coaching sessions which can be very expensive for large groups of individuals and is intermittent.
Measuring Training
At Leadership-Track we have developed a digital solution for measuring training effectiveness that will continue to support delegates long after the actual training has taken place. We have created an Impact Dashboard that measures the delegate’s ‘soft’ KPIs* alongside their ‘hard’ KPIs** and delivers the metrics to the delegates in real-time so they have a chance to effect the situation exactly as in Nudge Theory.
In Measuring Training Effectiveness, the metrics, the frequency, the duration and the dashboard can all be fully tailored to reflect your organisations objectives
Example Sales Manager Dashboard: Training ROI
Leadership Track look to continue working with individual delegates long after their initial training.
Successful implementation of learning and behaviour change requires more than simply attending a training course. Employees require ongoing support in the workplace to achieve and sustain behaviour change.
Proving a Return on Investment in training can prove elusive, behaviour change takes time and performance is influenced by external factors. However at Leadership Track we are able to track performance over time and isolate specific KPI’s that impact on an individual’s and an organisation’s performance.
We focus on delivering and measuring training in Leadership & Management, Personal Development, Well-being and Sales training.
All courses can also be delivered via Remote Training
Measuring Training Effectiveness
Measuring the Effectiveness of Training: The Kirkpatrick-Philips Evaluation Model ( Donald Kirkpatrick)
Models of evaluation do exist, one of the earliest and now most widespread was created by a University of Wisconsin Professor Donald Kirkpatrick.
A simple, 4-level approach, this is one of the most successful models that help you measure the effectiveness of customized corporate training program. (Jack Phillips did add a 5th Level to Kirkpatrick’s model focusing on Return On Investment for a specific training program.)
Here are the four stages of measurement and the key indicators to look for at each stage.
Kirkpatrick: The 5 levels:
Title & Summary Examples:
1. Reaction: Measures how learners have reacted to the training and their perceived relevance and usefulness of the training
• Course content: relevant and easy to follow
• Was the pace ok?
• Would you recommend this training to
a colleague?
2. Learning: Measuring the actual quantity of knowledge and skills gained by learners as a result of the training.
• Exam scores before, during and after
the training.
• Course completion and certification
3. Behaviour: Understand how the training has impacted performance & attitude.
• Self-assessment questionnaires
• Feedback from peers and
managers
4. Results: Measuring the tangible results of the training using ‘Hard’ KPIs. • Increased Net Promoter Scores (NPS)
• Increased sales
• Reduced waste
5. Return on Investment % £ Benefit of Training – £ Cost of training divided by £ cost of training
The importance of ‘WHY’ Undertake & Measure Training:
There are 3 clear stakeholder groups in an organisation involved in undertaking training:
1) Senior leadership: allocate the overall training budget
2) Line Management: can have a high level of influence on participation
3) Individual learners: choose their level of participation
Each of these 3 audiences will want to know ‘WHY’ the training should take place and will consider ‘what is in it for me?’.
The ‘WHY’ is therefore so important to demonstrate as it will drive budget allocation and participation for the training.
The MBA:
We only have to look at how MBAs are ranked and then marketed to see how powerful and effective a proven data driven ‘WHY’ can be.
The Financial Times ranks the salary an individual receives (i.e. personal productivity) on completion so important that the category has 3 entries:
Salary Today, Weighted Salary and Salary percentage increase. Salary criteria (or personal productivity) are also given the highest weighting out of all the criteria. A further 2 criteria, Career Progress and Employed at 3 months are also directly linked to personal productivity improvements.
Based on these ranking, thousands of individuals choose to personally invest tens of thousands of pounds in training with an MBA.
An exert from our latest White Paper on Measuring the Impact of Training:
Financial Times MBA Ranking Criteria
Salary today $
Weighted Salary $
Salary Percentage Increase %
Value For Money
Career Progress Rank
Aims Achieved
Career Progress Rank
Aims Achieved
Careers Service Work
Employed at 3 Months
Alumni Recommend Rank
Female Faculty %
Female Students %
Women on Board %
International Faculty %
International Students %
International Board %
International Mobility Rank %
International Course Experience Rank
Languages
Faculty with Doctorates
FT Research Rank
CSR Rank
According to a recent survey by LinkedIn, training departments only
spend 15% of their time promoting learning in an organisation.
With so little time focused on the ‘WHY’ undertake the training, the message has to be powerful and the benefits to the company and
perhaps more importantly, to the individual need to be very clear.
