February 2008

Kirkpatrick’s Column
Reasons for evaluating training

There are three specific reasons why we need to evaluate training:

1. To justify the existence and budget of the training department by showing how it contributes to the organization’s objectives and goals
2. To decide whether to continue or discontinue training programs
3. To gain information on how to improve future training programs

There is an old saying among training directors: When there are cutbacks in an organization, training people are the first to go. Of course, this isn’t always true. However, whenever downsizing occurs, top management looks for people and departments that can be eliminated with the fewest negative results.

Early in their decision, they look at such “overhead” departments as Training, commonly called Corporate University, and Human Resources, which typically includes Employment, Salary Administration, Benefits, and Labor Relations (if there is a union). In some organizations, top management feels that all these functions except training are necessary. From this perspective, training is optional, and its value to the organization depends on top executives’ view of its effectiveness.

Training people must earn trust and respect if training is to be an important function that an organization will want to retain even in a downsizing situation. In other words, trainers must justify their existence. If they don’t and downsizing occurs, they may be terminated, and the training function will be relegated to the Human Resources manager, who already has many other hats to wear.

The second reason for evaluating is to determine whether you should continue to offer a program. The content of some programs may become obsolete. For example, programs on Work Simplification, Transactional Analysis, and Management by Objectives were “hot topics” in past years. Most organizations have decided to replace these with programs on current hot topics such as Diversity, Empowerment, and Team Building.

Also, some programs, such as computer training, are constantly subject to change. Some programs are offered on a pilot basis in hopes that they will bring about the results desired.

These programs should be evaluated to determine whether they should be continued. If the cost outweighs the benefits, the program should be discontinued or modified.

The most common reason for evaluation is to determine the effectiveness of a program and ways in which it can be improved. Usually, the decision to continue it has already been made. The question then is: How can it be improved? In looking for the answer to this question, you should consider these eight factors:

1. To what extent does the subject content meet the needs of those attending?
2. Is the leader the one best qualified to teach?
3. Does the leader use the most effective methods for maintaining interest and teaching the desired attitudes, knowledge, and skills?
4. Are the facilities satisfactory?
5. Is the schedule appropriate for participants?
6. Are the aids effective in improving communication and maintaining interest?
7. Was the coordination of the program satisfactory?
8. What else can be done to improve the program?

A careful analysis of the answers to these questions can identify ways and means of improving future offerings of the program.

Donald L. Kirkpatrick
From Chapter 2 of Evaluating Training Programs: The Four Levels (Third Edition),published in 2006 by Berrett-Koehler Publishers, Inc.