The specification of values forms a basis for evaluation of the Training Efforts. The basis of evaluation and the mode of collection of information necessary for evaluation should be determined at the planning stage. The process of Training Efforts evaluation has been defined as “any attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information.” Hamblin suggested five levels at which evaluation of training can take place: 1. Reactions: Trainee’s reactions to the overall usefulness of the training including the coverage of the topics, the method of presentation, the techniques used to clarify things, often throw light on the effectiveness of the programme. Potential questions to trainees might include: (i) What were your learning goals for the programme? (ii) Did you achieve them? (iii) Did you like this programme? (iv) Would you recommend it to others who have similar learning goals? (v) What suggestions do you have for improving the programme? (vi) Should the organisation continue to offer it? 2. Learning: Training programme, trainer’s ability and trainee’s ability are evaluated on the basis of the quantity of content learned and time in which it is learned and learner’s ability to use or apply the content learned. 3. Job behaviour: This evaluation includes the manner and extent to which the trainee has applied his learning to his job. 4. Organisation:This evaluation measures the use of training, learning and change in the job behaviour of the department/ organisation in the form of increased productivity, quality, morale, sales turnover and the like. 5. Ultimate value: It is the measurement of the ultimate result of the contributions of the training programme to the company goals like survival, growth, profitability, etc. and to the individual goals like the development of personality and social goals like a maximising social benefit.
Methods of Evaluation
Various methods can be used to collect data on the outcomes of training. Some of these are: 1. Questionnaires: Comprehensive questionnaires could be used to obtain opinions, reactions, views of trainees. 2. Tests: Standard tests could be used to find out whether trainees have learnt anything during and after the training. 3. Interviews: Interviews could be conducted to find the usefulness of training offered to operatives. 4. Studies: Comprehensive studies could be carried out eliciting the opinions and judgements of trainers, superiors and peer groups about the training. 5. Human resource factors: Training can also be evaluated on the basis of employee satisfaction, which in turn can be examined on the basis of a decrease in employee turnover, absenteeism, accidents, grievances, discharges, dismissals, etc. 6. Cost-benefit analysis: The costs of training (cost of hiring trainers, tools to learn, training centre, wastage, production stoppage, the opportunity cost of trainers and trainees) could be compared with its value (in terms of reduced learning time, improved learning, superior performance) in order to evaluate a training programme. 7. Feedback: After the evaluation, the situation should be examined to identify the probable causes for gaps in performance. The training evaluation information (about costs, time spent, outcomes, etc.) should be provided to the instructors, trainees and other parties concerned for control, correction and improvement of trainees’ activities. The training evaluator should follow it up sincerely so as to ensure effective implementation of the feedback report at every stage.