| Many companies invest a lot of their time and | | | | performance. Other measures of training are |
| resources on their people. Training programs | | | | satisfaction and approval of top management, |
| are often organized to expand the knowledge | | | | number of training referrals by those who |
| and skills of employees. To evaluate how | | | | have already attended a training program, the |
| effective these programs are, training | | | | additional number of attendees trained by |
| metrics are developed. | | | | previous program attendees and the popularity |
| | | | of a particular training program as compared |
| Training is commonly described as the process | | | | to others. Dr. Donald Kirkpatrick also |
| of acquiring knowledge, competencies and | | | | pioneered the Kirkpatrick model which |
| skills. At present, many have recognized the | | | | features four levels of training evaluation. |
| fact that sufficient investments should be | | | | The reaction level focuses on feedback from |
| allotted for training programs or | | | | training participants. The learning level and |
| professional development programs in order to | | | | behavior level dwell on how knowledge, skill |
| get more productivity from the workforce. | | | | and behavior are changed after training. |
| Training can be classified as off-the-job or | | | | Finally, the result level refers to the |
| on-the-job training. Venues for off-the-job | | | | return on investment from these training |
| trainings are usually away from the normal | | | | programs. |
| workplace. This is advantageous since | | | | |
| trainees are more able to concentrate on the | | | | Management experts contend that there is a |
| training material this way. Meanwhile, | | | | relationship between training and employee |
| on-the-job training is given within the | | | | turnover. Similarly, a relationship between |
| workplace and usually involves the use of | | | | customer satisfaction and employee |
| actual equipment, tools, and documents. This | | | | development exists. In order to understand |
| kind of training is said to be more effective | | | | the relationship of these factors, certain |
| for vocational trainings. | | | | metrics would have to be developed. This way, |
| | | | it becomes easier to decide where and how to |
| According to Dr. John Sullivan, Head and | | | | obtain pertinent data. Today, companies use |
| Professor of the College of Business of San | | | | learning management systems that allow them |
| Francisco State University, there are various | | | | to link data on business performance and data |
| ways of measuring and evaluating training | | | | on training or employee development. Measures |
| programs. They can be measured prior to | | | | for training programs may vary from one |
| training through the number of people who say | | | | organization to another. Training metrics may |
| that they need such training as well as the | | | | be classified under one of four distinct |
| number of people who signs up for one. | | | | groups namely; statistical, financial, |
| Training may also be measured at the end of | | | | business intelligence and performance. Some |
| training through the number of training | | | | of the most common training metrics are |
| attendees, customer satisfaction of | | | | abandonment rate, training course efficiency, |
| attendees, measurable change in knowledge or | | | | applicability ratio, skills effectiveness and |
| skill after the training program and the | | | | appropriateness ratio. These metrics may be |
| willingness of attendees to use what they | | | | based on the percentage of training |
| learn from the training. Training may also be | | | | participants who abandon and accomplish a |
| assessed through delayed impact or through a | | | | particular training course. |
| notable change in job behavior and job | | | | |