More Articles

Measuring Results: A Practical Approach

Measuring the business results of training can look like a daunting task. There are three keys to making the process easier. First, begin with the end in mind. Second, be practical and choose to measure only those training courses that directly relate to business results and finally, be organized.

Do:

• Begin with the end in mind. Define the expected business results prior to developing the training. The expected business results become your measures.
• Determine when you and your client expect to see results.
• Determine how often to measure; the effects of training may build or decline over time.
• Get your internal client’s input on proposed measures. The best case is to use the client’s existing data reporting structure.

Design Level 3 (Behavior) and Level 4 (Results) into the Training.

One way to promote the transfer of training and to measure on-the-job behavior change is to design a project into the training. This project should be designed to use the training skills and information. For example, if the training is in process improvement, all participants would identify and plan a process improvement project for their area of responsibility. A measure of behavior (Kirkpatrick’s level 3) could then be the percentage of projects implemented.

Design the project to:

• Apply and synthesize the training
• Promote transfer of training
• Be the measure of on-the-job behavior. One way to do that is determining the percentage of projects actually completed by a specified follow up date.

In the case of process improvement training, the results of each project implemented can be used as a measure of business results and ROI. Process improvement projects should have ample documentation on the dollar and time value of the project’s results. Those results may include as reduced cycle time to market, or eliminated processes.

Business is change. Expect changes in the measurement process resulting from changes in the business. Many textbooks on measurement seem to have assumed a static state universe, which is simply not the case. Prior to measuring business results, consider:

• Deciding before you evaluate how to handle negative results
• Expecting to adjust the evaluation plan if circumstances change
• Accepting that actual ROI evaluation will differ from how it “should” be done.

Calculating ROI can be a straightforward process when the measurement process is determined at the time of the needs assessment. When the needs assessment clearly shows that training is the right intervention and that the training directly impacts business results, then ROI is the right way to measure.

Clare Novak
610-436-9536
clare@novakassoc.com

Clare Novak is an international performance consultant with significant experience in the Middle East. Clare currently serves on the ASTD National Advisors for Chapters, whose mission is to strengthen the handshake between ASTD headquarters and chapters. She has spoken for national and regional professional conferences as well as ASTD and other professional organization chapters.