Measuring the Impact of Companyal Learning

Measuring the Impact of Companyal Learning

Management systems launched an initiative to increase the number of trainings in the company; you are also tasked with developing a strong training program. What will happen now? In addition to creating a training program, you should measure impact. Evaluation of the effects of training is necessary to determine the return on investment. To precisely measure the impact of learning, it is critical to start before training begins. Evaluation is significant, but most organizations fail to measure the impact of training. According to a recent study, 96% of learning and development leaders are looking for ways to improve data collection and education-related analytics, and only 17% do it successfully. While only 17% track the progress of training programs, 83% of companies do not obtain enough data to prove the importance of training with management. So how should the impact of company training really be measured?  

Donald Kirkpatrick created a 4-level assessment model for corporate training, published in the US Training and Development Journal in 1959; these levels are: response, learning, behavior and results. He was also the president of the American Education and Development Association for a time.


It is the first and easiest level reaction to measure. At this level, employees are evaluated with their responses to training. Corporate training may consist of instructor-oriented training or blended training to improve the level of employees. Such assessments involve providing insight into the participants' determination to be relevant, valuable, or interesting to the training. It involves asking participants what they believe about the training, either through a questionnaire or follow-up talk after the training. This allows the training manager to evaluate whether the training is worth the investment, the necessary improvement, and the effectiveness of the training from the participants' perspective.


Next is the learning assessment, which is the degree to which the participants learn the information designed from the training. In this evaluation, training program managers will determine whether the educational objectives are being followed. To successfully evaluate this step, it must be performed before and after the assessment of the knowledge and skill levels of the participants. For example, if an employee is attending a training course for Microsoft Office, pre-evaluate the current skill level. At the end of the course, develop a post-evaluation or compare the results (if provided) with the evaluation of the course. This will give you about changes in the level of participants for training managers.


One aspect of learning is acquiring new skills, but the genuine effect is in the implementation of the training. This evaluation includes behavioral changes as a result of the training. Training managers should discover whether training is being implemented on the job by the participants. Measuring before and after behavior should be completed to determine the effect on behavior. The best way to assess this level is to conduct surveys and interviews over time following employee behavior changes. This level consists of observation, and it is likely that the employee supervisor is also involved in the questionnaire and interview process.


The most challenging part in measuring is the results part. This top level evaluates the concrete results the company gets from its training program; for example, reduced costs, improved quality, increased productivity, increased sales, longer retention of employees and others. This is the most critical measurement but gets the least attention. ROI (Return On Investment) is determined in this layer. Measuring before and after the training goal is necessary to determine the value. Focusing on the result layer is the determination of whether the training goal or target has been achieved and its impact on the company.

Four of these assessments are necessary to determine the value of corporate training. A substantial training program cannot be developed without attention and effort. It requires a careful insight into training programs to operate the company forward. To design the most effective training program, there must be a certain understanding of the program context, objectives, planned proposals, potential barriers, impact and tactics. Follow these tips to improve your training program and drive your company forward!


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