December 2007

Performance
The key metric in measuring training

The single most frequently asked question I hear from training executives is: “How do I measure the impact of training?” There are many answers to this question, depending upon the outcome that you wish to measure. However, in my mind there is only one metric that really matters, increased performance.

The simple fact is that increased performance reflects a desired behavioral change that is created by the training experience. It also requires employee visibility and accountability. The employee who lacks visibility cannot fully impact an organization’s success. The visible employee is also held more accountable for their actions, activities, productivity and performance.

Increased performance is the only metric
that counts

Effective training evaluation models tie performance improvement to training. The competencies that identify a well-functioning employee are determined. Employees are assessed to identify knowledge and skill gaps associated with job-related competencies. This outlines the training that employees need to take to fill these gaps. Both the individual employee and manager incorporate these into individual performance plans that set goals and objectives. This embeds training into the performance plan and the employee’s scope of responsibilities.

Performance is benchmarked during regular reviews and progress is measured and monitored throughout the year. When the employee attends training, transfers learning to the workplace, and changes his or her behaviors, an improvement in both short and long-term progress should be observable by both employees and managers.

Essentially, if you wish to improve performance, you need to measure the improvements. This approach gives relevance to learning and motivates employees to use and apply what is learned to improve performance. When employees know that they are evaluated on these improvements, they will pay attention to this area and make sure that positive changes occur.

Employees generally take pride in their work. They want to make a difference and contribute to the organization’s success. In this way, they are motivated to be part of something bigger than themselves. This accomplishes the overall goal, which is to increase confidence and performance.

Training executives and employees have common goals. If they focus on performance improvement as a gauge of training effectiveness, they will mutually achieve the desired outcomes. Unfortunately, many companies are still measuring course completion, enrollment and Level One satisfaction. None of these measure impact or results. If you need to evaluate and report training results, there is only one metric that counts: performance improvement.