培训效果评估(英文)-36页

,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Measure Training Results,Some Concepts,Some experiences,Some lessons,Frank Cao,Lucent Technologies,fcao,1,Training Process,Needs Analysis,Design,Delivery,Evaluation,2,Four Evaluation Levels,Reaction,How do participants feel about the program?,Learning,To what extent did the participants increase knowledge, improve skills, and/or change attitude?,Behavior,To what extent did their job behavior change?,Results,What final results occurred? (Quantity, quality, safety, sales, costs, profits, ROI),3,Level One: Reaction,What is evaluated?,Content,Trainer,Methodology,Material,Facilities,Logistics,Registration,4,Example Questions,Probability you will use ideas from this session in your work,Content relevance to my job,Practical examples and experience,Speakers knowledge of subject area,Speakers presentation/facilitation skills,Speakers ability to respond to questions,Group participation,5,Level One: Reaction,What is evaluated?,Overall,6,Example Questions,What did you like most about the program?,What did you like least about the program?,In what ways could this program be improved?,Would you recommend this course to others who are interested in the subject?,Which of the following features were important in your decision to attend? Rank in order of importance),7,Level One: Reaction,How to evaluate?,Questionnaires,Interview,Focus Group,Phone survey,8,Level One: Reaction,Questionnaire: scales,ExcellentWellFairPoor,ExcellentVery GoodGoodFairPoor,Strongly Agree Disagree,7 6 5 4 32 1,High Low,109 87 6 5 4 32 1,9,Level One: Reaction,Advantages,Easy to execute,Participants are free,Some relationship to on job performance,Issues,Purely subjective,Halo effect (smile sheet),Horn effect,Central tendency,Time pressure,10,Level One: Reaction,Tip 1: highlight purpose, solicit cooperation,To determine the degree that the seminar met your needs, we would like you to give us your honest opinion,To make our future sessions as meaningful as possible, we would appreciate your candid evaluation of this program.,Your comments will be used to improve future offerings of this seminar.,11,Level One: Reaction,Tip 2: Encourage comments,Comments are more accurate than scores,Tip 3: Set up baseline scores,Historical data,Benchmarking data,Pilot group,data (Formative evaluation),Tip 4: Combine questionnaires, interviews, focus groups,Tip 5: instant feedback for multi subject courses,12,Level Two: Learning,How to evaluate?,Test,Demonstration,Presentation,Discussion,Role Play,13,Level Two: Learning,Advantages,Pressure to participants,Pressure to trainer,First step to change behavior,Issues,Tension,Reliability,Creditability,Difficulty,Differentiation,Not the best indicator for on job change,14,Level Two: Learning,Tip 1: Fully utilize test,Test is good to evaluate knowledge based training,Functional skills,New Employee Orientation,Supervisor ABC,Be serious about test result of formal training,Instant self scoring and symbolic incentive for informal training,Reliability, Creditability, Difficulty and Differentiation,Set up baseline,Final score vs. gain,15,16,Level Two: Learning,Tip 2: Set up rules in advance for demonstration and presentation,Topic,Time,Criteria to evaluate,Evaluators are key success factor,Tip 3: People dont speak might be best learner,Tip 4: People good at role play might not be good learner,17,Example:Management Skills,Participants selected 3 topics from 11,Topic requirement,Time and assessors,Practice,Right before the stage.Participants knew the topic,Assessors interacted with and provided feedback to participants,18,Example: Leadership Style,Describe a situation when you used what you learned about leadership styles to improve the effectiveness of a relationship. Be sure to cover:,What motivated you to examine the style difference,What did you find and how,What did you do to flex your style,What were the results,19,Example: Performance Appraisal,20,Level Three: Behavior,How to evaluate?,Observation,Performance Appraisal Information,Supervisor feedback (oral or written),Customer feedback (oral or written),Employee feedback (oral or written),21,Level Three: Behavior,Advantages,Direct purpose of training,Recognized by supervisor and management team,Issues,Time consuming,Expertise scarcity,Cooperation from supervisor/customer,Multiple “cause-effect”,22,Level Three: Behavior,Tip 1: Select program carefully,Behavior based,Company behavior,Professional skills,Managerial skills,Customer service (smile, response),Trainers cooperation,Trainers expertise in evaluation,Documents ready before training,23,Level Three: Behavior,Tip 2: Evaluation time in accordance with skills practice,Tip 3: Supervisors cooperation is key success factor,Commitment when register,Mutual benefit,Brief the key points,24,Level Three: Behavior,Tip 4: “Take advantage” of vendor,Key behavior identification,Questionnaires design,Time,Result analysis,25,Example: Time Management,26,TOT: Transfer of Training,Only % of classroom learning was transferred to work!,The transfer must be PLANNED!,27,TOT: Transfer of Training,A. Before taking, could you?,B. Can you currently?,C. How often are you applyingon your job,TOT occurred if,A is N,B is Y,C is =1,YN,YN,0 1 2 3 4 5,28,TOT: Transfer of Training,A: “Y” /All -Prior Knowledge Rate,B: “N” /All -Incomprehension Rate,C: “0” /All -Disconnect Rate,TOT Rate,Acceptable Rate,0-66%,0-33%,0-33%,LowMidHigh,0-33%34-66%67-100%,29,Level Four:Results,How to evaluate?,Quantity,Quality,Safety,Sales,Costs,Profits,ROI,30,Level Four:Results,Advantages,Ultimate purpose,Issues,Time consuming,Expertise scarcity,Cooperation from Management,Multiple “cause-effect”,31,Level Four:Results,Tip 1: Select programs that other causes are stable,Quality training - error rate,Safety training - accident rate,Sales training - revenue growth rate/order lose rate,32,Level Four:Results,Tip 2: Use a control group if practical,Tip 3: Allow time for possible results to take place,33,Example: Retention Skills,34,Example: EMS Project,Shop Reengineering,Cost Reduction,Improve Customer Service Process,Order Entry via Configuration System,China CBU AR Improvement,35,ASTD 1997 Study,36,