In some companies, only the opinions of the participants are taken into account in the evaluation of the Employee trainings results, while in others the figures; that is, the return on investment is taken as a basis. Well, is it possible to combine these two evaluation methods and turn them into data that the company can actually use? In fact, according to some studies, such assessments can help to see the full picture more easily.

So how do organizations know if they’re getting their money’s worth? How can educational units or institutions find out whether they really create added value for the organization? Many educational institutions and organizations answer this question; He will reply as “the necessary information will be obtained through the evaluation of the training results”. Yes, the key to a successful Employee trainings process lies in a realistic training needs analysis. But success is measured by evaluation.

 Companies spend a lot of money to help employees acquire the skills necessary to achieve corporate and individual goals. In-house or external trainings; It is one of the areas where the most effort is made to ensure that employees are equipped with these skills.

 How Effective Is The Evaluation Of Employee Training Outcomes?

First, for assessment to be truly effective, it must cover the entire training function. Because evaluation is like a barometer full of prejudices. Only certain parts; For example, evaluation of what the trainees have learned, the trainer’s qualifications, or the success of the program may not give an idea of ​​the whole picture.

What Could Be The Reason For This?

 The data required for evaluation can usually be collected from people involved in the training process. However, the trainee is worried about being thought not to have learned; Gathering the right data can sometimes be a problem, as the educator wants to demonstrate that he or she has the competencies his job requires and the education manager wants to appear like a real problem solver. These concerns and pressures can also negatively affect the results of the evaluation process.

 Therefore, first of all, it is necessary to find answers to some questions in order to collect the most accurate data. In the evaluation process, the answers to the following questions are sought in a simple way: Did the person receiving the training learn anything? Did the Employee training lead to an increase in the contribution of the person participating in the process to the organization?

Was There A Cheaper And More Effective Option (Besides Education) To Make This Contribution?

 In order to obtain the answers to these questions as objectively as possible, the data collection and testing phase should also be thoroughly evaluated. The same information can be collected from different sources, checked more than once; however, it should not be forgotten that this can cause a waste of time and money.

 First of all, the person giving the training should research the decision agents in the company. As these individuals have the last word about the training program, the results of the evaluation will also be of interest to them. Connecting with the right people before the training will pave the way for effective communication.

Qualitative data can be obtained by conducting interviews, giving surveys, and examining the stories of the employees. Thus, it becomes clear how Employee training can be used on the job. Quantitative data, on the other hand, can be obtained by measuring company productivity or conducting research, as it usually includes numbers.

 Once the data is collected, it must be put together in a way that can truly mean something to the company. Thus, it becomes clearer what Employee training can bring to the organization as a whole.

 It would be useful to inform the company officials on a daily basis about what was done during the training and evaluation process. Open communication will help the program to be accepted, as well as monitor changes that may occur within the company. One way to do this would be to get feedback from the participants from time to time and report this to decision makers in the company so they can have an idea of ​​how the Employee training is going.

 

Although a great deal of time and money is spent on planning and conducting corporate trainings, the evaluation of the results of these Employee trainings is rarely on the agenda.

However, it is very important to support “students” in order to ensure that learning takes place. Participants; It is an ideal attitude to monitor, make suggestions and support them as they try to implement behavioral changes. Unfortunately, in many cases this cannot be provided by those working in education. The ways to deal with this dilemma are actually easy.

You Can Evaluate Corporate Employee Training Effectively By Following The Methods Below:

 Different Methods Can Be Used For Employee Training Follow-Ups.

Which method we should use depends on the content of the training, the usefulness of the method that measures the change, and the time allotted for the follow-up method.

 The sole purpose of the follow-up process is not to evaluate the training or the participant; is to motivate “students” who are trying to bring about behavioral change. It is true that there is a change in their level of effort if they receive feedback on how successful their efforts have been.

 For example, in the case of skills Employee training, using the first method, participants can be asked to send some samples of writing and presentations they prepared before the training (convincing that this is part of the training).

 This Is Easy To Do With Written Skills.

Letters, reports or other written samples sent by participants; After certain corrections and suggestions are made, appropriate feedback is sent to the participants.

 Presentation Techniques Are More Difficult To Evaluate.

Sometimes participants can record a presentation. In this case, the presentations can be evaluated and feedback can be made over the phone.

 Before corporate training, participants can be given questionnaires about their behavior and learning styles.

These surveys; data when combined with feedback from bosses, colleagues and colleagues; It can give an idea about deciding the behaviors that need to be changed and how to do it. Eight to twelve weeks after the Employee training, the same questionnaire can be applied to the participants, and the results can be analyzed and information about how they are now evaluated by their colleagues can be given. 

 Surveys Of This Nature; They Are Very Powerful Methods For Using Learned Skills/Behaviors.

They also give great support to the participants’ efforts for change. When supported by personal reports (this method will be explained in the next step), it certainly constitutes one of the most useful follow-up processes.