Evaluating The Learning Plan For Training

The evaluation of training consists of a reaction, learning, behavior, and results. Results determine how much the trainee liked the program. Learning outlines what facts and concepts were learned. Behavior determines if the program had an effect on the behavior(s) of the trainees. And results highlight what was accomplished as a result of the program, i.e. reduction of turnover or cost. Evaluating a training program allows for an employer to identify and correct areas in which improvement is needed. In order accomplish company goals employees must be trained effectively. Training cannot be an afterthought; it should be planned and implemented correctly. Career Development Strategies

What is a training program? A training program are programs created for teaching employees in particular skills. Employee training is an essential in maintaining a great staff and keeping everyone communicating. Having a training program that is well created to establish and achieve maximum results. The requirements of the training program are recognized during a training needs analysis (TNA). When a training program is executed properly, it would increase total production and provide the understanding, skills and approaches the employee would need to have a successful performance. The paper would reflect the creation of a two-part training program for twenty employees which would cover the training necessity to push the

Organizational analysis “involves determining the appropriateness of training, given the company’s business strategy, its resources available for training, and support by managers and peers for training activities” (Noe, 2013, p. 114). Organizational analysis has determined that retraining needs to occur in several key areas. Training will be given to managers, on improving communication, motivating and retaining employees through coaching and individual pathway development, with a

Training and development are an essential part of any human resource (HR) department. One manner this can be done is through a training needs assessment, which provides the goal of helping to improve employee job performance. A training needs assessment is broken into three specific areas: organization analysis, task analysis, and personal analysis. The first area deals with what type of environment, strategies, and resources are needed to help determine where to emphasize training. The second deals with what kind of activities are needed to be performed in order to determine the KSOAs needed. While the third area is used to understand what the specific performance, knowledge, and skills base are needed to help ensure the right individuals receive training (Snell & Morris, 2016, pp. 264). This third area is important, because not every employee needs to be trained on the same thing which can save resources for the

The decrease in the real GDP primarily reflects negative contributions from nonresidential and residential fixed investment, exports, private inventory investment, and personal consumption expenditures (PCE), equipment and software, investments that were partly off-set by a positive

Performance sheets of different departments will be drafted to assess their performance. Since the company 's net revenue is going to be -$50,000, a change in net income will mean that the training was effective. If the company hits its target of ten percent annual turnover, it will prove the training had a serious impact on different departments. The final results of the impact of this planning will be reached after assessing different departments before the training. It will be through recording how much each department contributes to the company. The monitoring of this training will be through supervisors who also act as middle managers of the company. They will observe and record progress of different employees and give recommendations.

The Kirkpatrick approach suggests four levels of evaluation that offers a simple, yet broad dive into the “behind the scenes” of training and performance. The levels are conducted with an outcome mindset of reactions, learning, behavior, and results. The level 1 evaluation focuses on the reactions of the trainees. This allows for a better understanding on how well the training was received by the participants and how credible the trainer was during the training. Information from this evaluation level can provide insight on approaching future training sessions and identifying important areas that may have been missed. The level 2 evaluation focuses on the learning of the trainees. This level is the "meat" of the model, as it measures whether learning has even occurred and how much of that learning increased knowledge as a result of the training. (Russ-Eft and Preskill, 2009) states that the question at this level is "What do participants know now that they didn't know before?". The level 3 evaluation focuses on behavior of the trainees. This evaluation level is used to measure whether trainees have developed new approaches or behaviors back on the job, which directly relates to the impact of performance. Lastly in Kirkpatrick's model, is the level 4 evaluation which focuses on the results of the training. This is seen as the final stage of the evaluation

Dr. Donald L. Kirkpatrick was Professor Emeritus at the University of Wisconsin and Honorary Chairman of Kirkpatrick Partners until his passing in May of 2014. He was the creator of the Kirkpatrick Model, the most recognized and widely used training evaluation model in the world. The four levels were developed in the writing of his Ph.D. dissertation, Evaluating a Human

Training transfer means that learners are able to “transfer” their knowledge and skills learned in a training session back to their jobs. The importance of training transfer cannot be overemphasized. Organizations spend billions of dollars each year on training, yet only a fraction of that investment results in improved performance if training transfer is not supported by stakeholders (i.e. any individual or group that has a “stake” in the transfer of training). These include managers, peers, customers and the employer. Stakeholders also assume responsibility for supporting transfer.The goal of training is not simply to gain knowledge and skills, but to transfer learning into performance, which in turn leads to improvements in agency results. Training transfer is not an event; it is a dynamic and complex process that requires planning. The use of effective transfer of training principles can help maximize the effectiveness of training

is returned in the form of more productive and effective employees. Training and development programs may be focused on individual performance or team performance. The creation and implementation of training and management development programs should be based on training and management development needs identified by a training needs analysis so that the time and money invested in training and management development is linked to the mission or core business of the organization (Watad & Ospina, 1999).

Drivers’ must be assertive and stay aware of all situations while responding attentively and professionally. This area will refer to the different degrees of attention "tuned out;" "relaxed awareness;" "focused awareness;" "high alert" and "comatose." ("Stratfor Global Intelligence", 2010). These levels of attention illustrate different degrees of attention when drivers are operating vehicles. Once that topic of discussion is completed the last in class training will teach drivers on vehicle inspection standards. At the end of every month drivers will be presented with a checklist that must be approved by upper management after completion, assuring vehicle are in great condition, suffers no damages, mechanical issues are updated, and cleanliness of vehicle is in good standing for customers.

The most common used evaluation process in business and education is the Kirkpatrick model, which is a worldwide standard for evaluating the effectiveness of training. Assessing feedback is important for institutions to provide stakeholders with information on how well or not well their training programs are running effectively and efficiently. In order to do this, institutions would benefit by using a system of evaluation processes that provide specific indicators in achieving success. The Kirkpatrick model is an example of a framework that provides four levels of training criteria that can assist institutions with assessing their programs and being cost effective at the same time. Kirkpatrick describes four levels of evaluation as follows:

McMurrer et al.19 surveyed the American Society for Training and Development Benchmarking Forum to determine what percentage each of Kirkpatrick's four levels is used in organizations:

Putting together an effective employee training program can be a monumental task if not planned properly. There are four steps, repeating to produce a continuously better program that is best for both employer and employee. The process steps include needs assessment, design, implementation, and evaluation. Once it is evaluated, it should then show some weakness that should begin the cycle again with needs assessment and

A training program that is well-designed is proven to achieve maximum results and meet the training needs identified during a training needs analysis. A well-executed training program will increase overall productivity and provide the knowledge, skills, and attitudes the employees need to perform successfully. This paper presents considerations for the design of a two-phase training program for existing employees – a two (2) day program, which covers the training needs to move the company in the right direction.