Providing Effective Training - Part 2

In my last article on the subject of providing effective training, I focused on training design. Providing Effective Training - Part 1 Today I will expand on the topic to include steps you can take to measure the results of your training initiatives.

As stated in part one of this series, training design should focus on what the learner should be able to DO as a result of the training. If it is necessary for a learner to use a new order entry system as a result of the training, then the training practice sessions should demonstrate competency in using the new system. This same principle applies to “soft” skills training. If the learner is expected to work more effectively in a team environment, then the training should have practice sessions that allow the learner to clearly demonstrate their ability to do so.

Measurement of successful training is made much easier by first developing training that focuses on the learner’s ability to perform. Assuming that your training sessions have the correct focus, I encourage you to take the following actions to measure results:

Beware of training measurements that claim outstanding business results

• It is true that not all business improvements can be attributed to training. Beware of any trainer that tells you they are directly responsible for an increase in profits by X%. There are several variables that contribute to business success (or failure) and effective training is just a part of the overall results.

Provide measurements that show how training contributed to business results

• A good training professional should be able to discuss business performance and how training will contribute to that success. For example, I recently conducted a short training session to help a manager increase her staff’s ability to close sales. The staff improved considerably (as proven by the numbers) but the overall success was primarily a result of the manger’s ability to apply and reinforce the concepts presented during the training session. There were many factors that led to the improvement, and training contributed to the manager’s ultimate success.

Provide a report to the business leader that details the learner’s performance

• All too often, training measurement focuses only on how the trainer performed. If the training is properly designed, there should be ample opportunity for the trainer to comment on how well the learners performed and answer questions such as:
  • Did the learners complete the exercises and demonstrate competence?
  • Did the learners provide ideas for specific actions they will take for their success?
It is the responsibility of the trainer to report back to the business owner his or her observations regarding the ability of the learners to perform.

In summary, by focusing on what the learner should be able to DO as a result of training, it will be much easier to measure results. Measurement should be realistic, discuss business results and provide examples of how training contributed to those results.

In my next article on this topic, I will discuss more examples of measuring results and will talk about ensuring the repeatability and maintenance of any training program.

Bob Riess is the President of The Customer Connector and can be contacted through www.thecustomerconnector.com or at (859) 240-2550.