Measure & Monitor Employee Training To Ensure Success

Posted by on Feb 9, 2020 in Training Effectiveness | 0 comments

Every day employees around the world are sent to training classes, conferences, and seminars with the expectation that they learn a new skill or come across some new idea that will ultimately benefit their organization.  Every field you can think of has some kind of on-going training and billions of dollars are spent every year for employees to attend.

But as an organization, how do you know for sure if you’re receiving the benefit of those training classes and getting some return for your training investment?  Is there a way you can determine just how much benefit or value you’re receiving to the bottom line?  If your organization’s training efforts are seen as luxuries that can be cut, it doesn’t have to be that way.  You must be proactive in communicating the success and value of your training efforts using performance measures to evaluate the effectiveness of training.

The following is a simple, straight-forward model for evaluating effective, targeted training that involves six steps:

  1. Identify the training needs.  Analyze the organizational needs and determine if and how training can play a role in improving overall organizational performance and what the training outcomes might be.
  2. Map the training approach.  Choose the appropriate training approaches that will best support the targeted outcomes you want to achieve and that will improve employee job performance.
  3. Determine the learning tools.  Create and produce the actual training materials, i.e., leader’s guides, participant workbooks, visual aids, job aids, etc.
  4. Apply the training techniques.  Deliver the training as appropriate in group facilitation, one-on-one coaching, etc. as designed to ensure successful results.
  5. Calculate measurable results.  Assess whether your training/coaching accomplished actual performance improvement and communicate the results, and redesign the process if needed.
  6. Monitor, track and assess organization impact.  Ensure the impact of training does not diminish by continually tracking and monitoring the organization’s performance.

The following is an example of how a similar model was successfully implemented when a Lean Six Sigma program was deployed:

In step 1, Lean Six Sigma methodologies were considered that would be appropriate for the organization.  This included a combination of Lean and Six Sigma tools along with Shainin techniques for manufacturing personnel and process engineers.  Design for Six Sigma (DFSS) was implemented and deployed throughout the engineering areas.  All salary employees were certified in one of these areas at a minimum and were required to do a least one project a year to maintain their certification.

In step 2, the organization started by using an out-side consultant and training a core group of employees that became the nucleus for becoming self sufficient.  Experienced Master Black Belts were hired to help in this effort and to coach and mentor those who were being trained.

In step 3, training material was developed and the entire organization was trained.

In step 4, training started with executive management and cascaded downward.  Everyone at the executive level, including the divisional president, became a Black Belt and led projects.

In step 5, results were communicated on a monthly basis.  Every department and plant knew in real time where they stood in monthly savings and employee certification.

In step 6, a steering committee consisting of executive management monitored and accessed the organization’s progress and needs and made adjustments as required.

Following this step-by-step process requires planning, implementation, and constant communication with participants and management.  Each are crucial to your success

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