培训效果评估（英文）-36页
- 1. Measure Training Results Some Concepts Some experiences Some lessons Frank Cao Lucent Technologies fcao@lucent.com1
- 2. Training Process Needs Analysis Design Delivery Evaluation2
- 3. Four Evaluation LevelsReaction 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
- 4. Level One: ReactionWhat is evaluated? Content Trainer Methodology Material Facilities Logistics Registration 4
- 5. Example QuestionsProbability you will use ideas from this session in your work Content relevance to my job Practical examples and experience Speaker’s knowledge of subject area Speaker’s presentation/facilitation skills Speaker’s ability to respond to questions Group participation5
- 6. Level One: ReactionWhat is evaluated? Overall 6
- 7. Example QuestionsWhat 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
- 8. Level One: ReactionHow to evaluate? Questionnaires Interview Focus Group Phone survey 8
- 9. Level One: ReactionQuestionnaire: scales Excellent Well Fair Poor Excellent Very Good Good Fair Poor Strongly Agree Disagree 7 6 5 4 3 2 1 High Low 10 9 8 7 6 5 4 3 2 1 9
- 10. Level One: ReactionAdvantages 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
- 11. Level One: ReactionTip 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
- 12. Level One: ReactionTip 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 courses12
- 13. Level Two: LearningHow to evaluate? Test Demonstration Presentation Discussion Role Play 13
- 14. Level Two: LearningAdvantages 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
- 15. Level Two: LearningTip 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
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- 17. Level Two: LearningTip 2: Set up rules in advance for demonstration and presentation Topic Time Criteria to evaluate Evaluators are key success factor Tip 3: People don’t speak might be best learner Tip 4: People good at role play might not be good learner17
- 18. Example:Management SkillsParticipants 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 participants18
- 19. 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
- 20. Example: Performance Appraisal20
- 21. Level Three: BehaviorHow to evaluate? Observation Performance Appraisal Information Supervisor feedback (oral or written) Customer feedback (oral or written) Employee feedback (oral or written) 21
- 22. Level Three: BehaviorAdvantages Direct purpose of training Recognized by supervisor and management teamIssues Time consuming Expertise scarcity Cooperation from supervisor/customer Multiple “cause-effect” 22
- 23. Level Three: BehaviorTip 1: Select program carefully Behavior based Company behavior Professional skills Managerial skills Customer service (smile, response) Trainer’s cooperation Trainer’s expertise in evaluation Documents ready before training 23
- 24. Level Three: BehaviorTip 2: Evaluation time in accordance with skills practice Tip 3: Supervisor’s cooperation is key success factor Commitment when register Mutual benefit Brief the key points24
- 25. Level Three: BehaviorTip 4: “Take advantage” of vendor Key behavior identification Questionnaires design Time Result analysis 25
- 26. Example: Time Management26
- 27. TOT: Transfer of TrainingOnly % of classroom learning was transferred to work! The transfer must be PLANNED!27
- 28. TOT: Transfer of TrainingA. Before taking…, could you…? B. Can you currently…? C. How often are you applying…on your job TOT occurred if A is N B is Y C is >=1Y N Y N 0 1 2 3 4 5 28
- 29. 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% Low Mid High 0-33% 34-66% 67-100% 29
- 30. Level Four:ResultsHow to evaluate? Quantity Quality Safety Sales Costs Profits ROI 30
- 31. Level Four:ResultsAdvantages Ultimate purposeIssues Time consuming Expertise scarcity Cooperation from Management Multiple “cause-effect” 31
- 32. Level Four:ResultsTip 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
- 33. Level Four:ResultsTip 2: Use a control group if practical Tip 3: Allow time for possible results to take place 33
- 34. Example: Retention Skills34
- 35. Example: EMS ProjectShop Reengineering Cost Reduction Improve Customer Service Process Order Entry via Configuration System China CBU AR Improvement 35
- 36. ASTD 1997 Study36
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