Evaluation Procedure for a Training Program
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Evaluation Procedure for a Training Program
Employees’ behavior at work and the relevance of their behavior to the objectives of sales principles and strategies of the organization needs proper documentation for an evaluation. The evaluation establishes the level of knowledge and skills achieved by employees in relation to the change experienced after the training. Evaluation is ideally conducted before the training and three months after the training.
The first point of conducting an evaluation is creating a difference between assessment targets and data collection methods and constructing a model that illustrates such distinction. Aims of the evaluation are linked to options available for evaluation and the purpose for which the evaluation was designed. A control group of those not trained are identified and compared with those that are prepared to gain the aspects of required for the evaluation without bias.
Their evaluation should stipulate which data or information is required in order to achieve a proper comparison of the outcome of the exercise with those that are not trained. Three months after training, the employees have sufficient time to implement what they have achieved in the practice, and the results can be evaluated comprehensively. There evaluation targets to establish the situation before and after the training, and the difference that can be noted between those trained and those who were not trained.
The evaluation establishes the prediction of the sustainability of the impact of the training to both the organization and employees. Conclusion is drawn from data on established behavior of employees and how they apply skills and knowledge on strategies and principles of learned from the training. The conclusion is based on pre and post training situation, behavior and performance, employee reflection, and cost-benefit analysis. The findings and recommendations are then documented and then disseminated for feedback on the program improvement