Training Evaluation Methods and Their Efficiency Proposal

Literature Review

Training evaluation methods have been examined in many studies related to organizational behavior and management. Overall, it is possible to single out several areas that are closely related to this topic; one of them is the differences between assessment models and their applicability to various types of organizations (Ahmed et al 2010).

The problem is that in many cases, the performance of employees cannot be measured by quantitative means. Therefore, it is often difficult to assess the efficiency of the training program. The second important question, which is of great importance for scholars, is the participation of various stakeholders in the evaluation (Michalski & Cousins 2001).

In this context, the term stakeholder can include customers, employees, or senior management. Thirdly, many researchers focus in the specific steps that a person has to take in order to evaluate a training program.

There are several important studies that have been done in these topical areas. For example, in his research article, Vilmante Kumpikaitė (2007) compares different evaluation models, for instance, CIRO¹ , systems approach, or Brinkenhoff model. This author argues that ROI or return on investment can be a valid tool for the evaluation of training programs (Kumpikaitė 2007, p. 32).

According to this approach, the management should focus on such criteria as cost savings and profits that can be brought by the training, time-efficiency, and quality improvements in the organization (2007, p. 32). The management should determine whether these benefits justify the cost and time required to implement the training. This main focus of this study is the effects of training on organizational performance.

Another important research was conducted by Ishfaq Ahmed et al (2010). These researchers expand the notion of training evaluation and show this assessment should take into account the opinions of customers and employees (Ahmed et al 2010, p 170).

This approach has already been adopted by many companies. These scholars do not provide an ultimate model of training evaluation; yet, their findings suggest that assessment of training must not disregard qualitative data such as opinions of clients and workers.

This argument is partly supported by other researchers. For example, in their article, Greg Michalski and J. Bradley Cousins (2001) attempt to develop a stakeholder-based method of training evaluation. These scholars distinguish such stakeholders as employees, training providers, and certainly customers.

Moreover, these authors believe that the management should combine both quantitative and qualitative criteria (Michalski & Cousins 2001, p. 2250). Qualitative evaluation is of great importance to those organizations in which the performance of workers cannot be measured by units of production. In this case, we can mention such service companies as hotels.

In part, this literature review indicates that the proper assessment of a training program must not overlook the views of those people who are directly involved in the training process. Moreover, it has to take into consideration the opinions of people who can influence the company, especially customers. The sources that have been discussed in this literature review touch upon every topical area mentioned at the beginning.

Introduction

This study will be aimed at identifying the most effective method of evaluating the training of employees. The need for this research can be explained by the fact that modern companies still have to develop the methods of assessing the training that they offer to their employees.

In turn, the importance of this study can be better illustrated by the expenses that that modern companies incur in order to improve the skills and performance of their workers. The average daily cost of training for a worker constitutes $350 per an employee (Combs & Davis 2010, p. 250). In some cases, this figure can equal $450 per day (Combs & Davis 2010, p. 250).

Therefore, it is vital for modern organizations to determine whether this training really justifies its costs. By adopting more efficient training evaluation methods, the management will be able to reduce their costs. Overall, it is possible to distinguish several rationales for this paper. At the given moment there are different models which can be used for the assessment of employee’s training.

They can focus on such aspects as the employees’ perception of their learning, skills improvements, and finally, worker’s performance (Grundmann, 2011, p. 33). It is necessary to find a way to reconcile these approaches.

Moreover, as it has been argued in the literature review this assessment rely on the opinions of different stakeholders, especially customers (Michalski & Cousins 2001). Unfortunately, this perspective is often overlooked by many companies. Overall, the findings of this study can be used by those managers who are responsible for the development and evaluation of vocational training.

Problem

The introductory section has partly illustrated the reasons why this research is necessary. It has to determine the technique which is most suitable for the assessment of vocational training. This study will not focus on one specific model such as Kirkpatrick’s approach or CIRO method. The thing is that very often managers can combine these techniques (Kumpikaitė 2007).

More likely, it will try to single out the best practices which are used by leading companies in order to determine whether trainees can put their learning into effect.

The main problem is that nowadays many organizations cannot properly assess their training programs. As a result, they often have to go to great expenses in effort to improve the performance of their employees. This study can help the management of many companies resolve this problem.

Purpose

The goals of this study can be achieved by surveying the managers of leading companies. In particular, it is necessary to ask the respondents about the practices that they adopt in their organizations. This survey can show how what kind of criteria they take into account while determining the efficiency of training.

Moreover, it is vital to examine numerous case studies and research articles which describe training evaluation process in modern organizations. This approach will enable us to get a better understanding of different assessment models.

The findings of this research can have practical applications especially for those companies which do no know whether their training programs are really efficient. Thus, this study can be important from theoretical and practical perspectives.

Objectives

The main objective of this study is to determine the most optimal model of training evaluation. There are some very important tasks that are closely related to this objective. First, it is vital for us to determine the assessment criteria on which HR managers often rely while evaluating training programs.

Among these criteria, we can single out employee’s performance, the costs of training, the attitudes of employees toward their learning and so forth. We need to understand which of these criteria is most important. The second important task is to identify those people who take part in the evaluation of such programs.

As it has been shown in the literature review, the main stakeholders can be the company’s customers, service providers, owners, and employees (Michalski & Cousins 2001). The question is how the company can better involve these stakeholders. These are the questions that this study will need to answer.

Methodology

The population of this study will include those people who have to implement and evaluate training in the workplace. These people should represent at least twenty different organizations. In turn, these organizations or companies should represent various industries and business areas. By adopting this approach, we will ensure that the findings of the study are applicable to different areas.

So, in this case, we will choose non-random sampling of the subjects. In order to gather data for this study it will be necessary to develop a questionnaire that will include open-ended questions about the company’s training evaluation methods.

These questions will include Likert scale items. The respondents will be asked to assess the importance of training methods in their organization. Secondly, they will need to identify the most significant criteria which they use in order to measure the efficiency of training.

Finally, they will need to identify those people who are involved in such assessment. In order to analyze the collected data, I will rely on the methods of descriptive statistics. In particularly, it will be necessary to use such technique as univariate analysis. This method will show how the perceptions of training evaluation differ in various companies.

Reference List

Ahmed, I., Nawaz, M., Usman, A., Shaukat, M., & Ahmed, N. (2010). How Organizations Evaluate their Trainings? An evidence from Pakistani organizations. Interdisciplinary Journal Of Contemporary Research In Business, 2(5), 162-179.

Combs, W. & Davis, B. (2010). Demystifying Technical Training: Partnership, Strategy, and Execution. NY: John Wiley and Sons.

Grundmann, S. (2010). Making the Right Connections: Targeting the Best Competencies for Training. London: DIANE Publishing.

Kumpikaitė, V. (2007). Human Resource Training Evaluation. Engineering Economics, 55(5), 29-36.

Michalski, G. & Cousins J. (2001). Multiple perspectives on training evaluation: probing stakeholder perceptions in a global network development firm, American Journal Of Evaluation, 2237-53.

Footnotes

¹ Content, Input, Reaction, and Outcome.