June 2007

Management Control
Measuring results starts with well-defined goals

As many trainers and training departments struggle to measure the results and impact of their training programs to present to management or justify their budgets, they often are starting at the wrong place.

The process of management control is comprised of two components: goal setting and budgeting.

Targets or goals focus on a specific result and not an activity. Budgeting is a key instrument in planning the management control process. Budgets are specifically linked to the targets or goals established during the initial phases of the management control process.

If measuring results is important, one must start with the rationale behind training. Training departments must know what leadership wishes to achieve and the desired outcome. If they are unaware of organizational goals and objectives from the outset, they will be unable to measure results after the training is completed.

This is the dilemma many companies are facing: to be effective, training must be linked to organizational goals and objectives.

As a management control program, effective training initiatives must start with a goal defined in specific ways to ensure the training will be effective. The characteristics of the goal should be:

• Consistent. Training goals must be consistent and aligned with leadership’s goals and objectives.
  
  
• Specific. Training goals must go beyond the typical “we need a training program” statement. The goals of the training program must be specific. These can include closing more sales, teaching managers to more effectively handle employee conflict, and helping customer service representatives handle angry customers.
  
  
• Measurable. Training goals should be quantifiable. In other words, they should be tied to some tangible measurement that can be benchmarked prior to and after training to determine the impact and progress.
  
  
• Related to a specific time schedule. Training goals must be aligned with the achievement of leadership’s timelines and schedules. They should be providing the skills and competencies that individuals require to achieve their goals and objectives for the year.
  
  
• Realistic. Training goals should be attainable within the scope of the training program. If the goals are ambitious, additional programs may be required to meet all desired objectives. Wide-ranging goals need to be broken into segments, and specific programs created to address each one individually.

When training is completed what outcome will be produced? Managers should know if they’ve achieved their established goals; this is similar to planning a trip: you know the trip is complete once you have arrived at the destination.