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Evaluating HRD Programs


Models and Frameworks of Evaluation. Table 7-1 lists nine frameworks for evaluation. ... Brinkerhoff: Goal setting. Program design. Program implementation ... – PowerPoint PPT presentation

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Title: Evaluating HRD Programs

Evaluating HRD Programs
  • Chapter 9

  • The degree to which a training (or other HRD
    program) achieves its intended purpose.
  • Measures are relative to some starting point.
  • Measures how well the desired goal is achieved.

HRD Evaluation
  • Textbook definition
  • The systematic collection of descriptive and
    judgmental information necessary to make
    effective training decisions related to the
    selection, adoption, value, and modification of
    various instructional activities.

In Other Words
  • Are we training
  • the right people
  • the right stuff
  • the right way
  • with the right materials
  • at the right time?

Evaluation Needs
  • Descriptive and judgmental information needed.
  • Objective and subjective data
  • Information gathered according to a plan and in a
    desired format.
  • Gathered to provide decision making information.

Purposes of Evaluation
  • Determine whether the program is meeting the
    intended objectives.
  • Identify strengths and weaknesses.
  • Determine cost-benefit ratio.
  • Identify who benefited most or least.
  • Determine future participants.
  • Provide information for improving HRD programs.

Purposes of Evaluation-2
  • Reinforce major points to be made.
  • Gather marketing information.
  • Determine if training program is appropriate.
  • Establish management database.

Evaluation Bottom Line
  • Is HRD a revenue contributor or a revenue user?
  • Is HRD credible to line and upper-level managers?
  • Are benefits of HRD readily evident to all?

How Often are HRD Evaluations Conducted?
  • Not often enough!!!
  • Frequently, only end-of-course participant
    reactions are collected.
  • Transfer to the workplace is evaluated less

Why HRD Evaluations are Rare
  • Reluctance to having HRD programs evaluated.
  • Evaluation needs expertise and resources.
  • Factors other than HRD cause performance
    improvements, e.g.,
  • Economy
  • Equipment
  • Policies, etc.

Need for HRD Evaluation
  • Shows the value of HRD.
  • Provides metrics for HRD efficiency.
  • Demonstrates value-added approach for HRD.
  • Demonstrates accountability for HRD activities.
  • Everyone else has it why not HRD?

Make or Buy Evaluation
  • I bought it, therefore it is good.
  • Since its good, I dont need to post-test.
  • Who says its
  • Appropriate?
  • Effective?
  • Timely?
  • Transferable to the workplace?

Evolution of Evaluation Efforts
  • Anecdotal approach Talk to other users.
  • Try before buy Borrow and use samples.
  • Analytical approach Match research data to
    training needs.
  • Holistic approach Look at overall HRD process,
    as well as individual training.

Models and Frameworks of Evaluation
  • Table 7-1 lists nine frameworks for evaluation.
  • The most popular is that of D. Kirkpatrick
  • Reaction
  • Learning
  • Job Behavior
  • Results

Kirkpatricks Four Levels
  • Reaction
  • Focus on trainees reactions
  • Learning
  • Did they learn what they were supposed to?
  • Job Behavior
  • Was it used on job?
  • Results
  • Did it improve the organizations effectiveness?

Issues Concerning Kirkpatricks Framework
  • Most organizations dont evaluate at all four
  • Focuses only on post-training.
  • Doesnt treat inter-stage improvements.

Other Frameworks/Models 1
  • CIPP Context, Input, Process, Product
  • CIRO Context, Input, Reaction, Outcome
  • Brinkerhoff
  • Goal setting
  • Program design
  • Program implementation
  • Immediate outcomes
  • Usage outcomes
  • Impacts and worth

Other Frameworks/Models 2
  • Kraiger, Ford, Salas
  • Cognitive outcomes
  • Skill-based outcomes
  • Affective outcomes
  • Phillips
  • Reaction
  • Learning
  • Applied learning on the job
  • Business results
  • ROI

A Suggested Framework 1
  • Reaction
  • Did trainees like the training?
  • Did the training seem useful?
  • Learning
  • How much did they learn?
  • Behavior
  • What behavior change occurred?

Suggested Framework 2
  • Results
  • What were the tangible outcomes?
  • What was the return on investment (ROI)?
  • What was the contribution to the organization?

Data Collection for HRD Evaluation
  • Possible methods
  • Interviews
  • Questionnaires
  • Direct observation
  • Written tests
  • Simulation/Performance tests
  • Archival performance information

  • Advantages
  • Flexible
  • Opportunity for clarification
  • Depth possible
  • Personal contact
  • Limitations
  • High reactive effects
  • High cost
  • Face-to-face threat potential
  • Labor intensive
  • Trained observers needed

  • Advantages
  • Low cost to administer
  • Honesty increased
  • Anonymity possible
  • Respondent sets the pace
  • Variety of options
  • Limitations
  • Possible inaccurate data
  • Response conditions not controlled
  • Respondents set varying paces
  • Uncontrolled return rate

Direct Observation
  • Advantages
  • Non-threatening
  • Excellent way to measure behavior change
  • Limitations
  • Possibly disruptive
  • Reactive effects are possible
  • May be unreliable
  • Need trained observers

Written Tests
  • Advantages
  • Low purchase cost
  • Readily scored
  • Quickly processed
  • Easily administered
  • Wide sampling possible
  • Limitations
  • May be threatening
  • Possibly no relation to job performance
  • Measures only cognitive learning
  • Relies on norms
  • Concern for racial/ ethnic bias

Simulation/Performance Tests
  • Advantages
  • Reliable
  • Objective
  • Close relation to job performance
  • Includes cognitive, psychomotor and affective
  • Limitations
  • Time consuming
  • Simulations often difficult to create
  • High costs to development and use

Archival Performance Data
  • Advantages
  • Reliable
  • Objective
  • Job-based
  • Easy to review
  • Minimal reactive effects
  • Limitations
  • Criteria for keeping/ discarding records
  • Information system discrepancies
  • Indirect
  • Not always usable
  • Records prepared for other purposes

Choosing Data Collection Methods
  • Reliability
  • Consistency of results, and freedom from
    collection method bias and error.
  • Validity
  • Does the device measure what we want to measure?
  • Practicality
  • Does it make sense in terms of the resources used
    to get the data?

Type of Data Used/Needed
  • Individual performance
  • System-wide performance
  • Economic

Individual Performance Data
  • Individual knowledge
  • Individual behaviors
  • Examples
  • Test scores
  • Performance quantity, quality, and timeliness
  • Attendance records
  • Attitudes

System-Wide Performance Data
  • Productivity
  • Scrap/rework rates
  • Customer satisfaction levels
  • On-time performance levels
  • Quality rates and improvement rates

Economic Data
  • Profits
  • Product liability claims
  • Avoidance of penalties
  • Market share
  • Competitive position
  • Return on Investment (ROI)
  • Financial utility calculations

Use of Self-Report Data
  • Most common method
  • Pre-training and post-training data
  • Problems
  • Mono-method bias
  • Desire to be consistent between tests
  • Socially desirable responses
  • Response Shift Bias
  • Trainees adjust expectations to training

Research Design
  • Specifies in advance
  • the expected results of the study.
  • the methods of data collection to be used.
  • how the data will be analyzed.

Research Design Issues
  • Pretest and Posttest
  • Shows trainee what training has accomplished.
  • Helps eliminate pretest knowledge bias.
  • Control Group
  • Compares performance of group with training
    against the performance of a similar group
    without training.

Recommended Research Design
  • Pretest and posttest with control group.
  • Whenever possible
  • randomly assign individuals to the test group and
    the control group to minimize bias.
  • Use time-series approach to data collection to
    verify performance improvement is due to training.

Ethical Issues Concerning Evaluation Research
  • Confidentiality
  • Informed consent
  • Withholding training from control groups
  • Use of deception
  • Pressure to produce positive results

Assessing the Impact of HRD
  • Money is the language of business.
  • You MUST talk dollars, not HRD jargon.
  • No one (except maybe you) cares about the
    effectiveness of training interventions as
    measured by and analysis of formal pretest,
    posttest control group data.

HRD Program Assessment
  • HRD programs and training are investments.
  • Line manager often see HR and HRD as costs, i.e.,
    revenue users, not revenue producers.
  • You must prove your worth to the organization
  • Or youll have to find another organization.

Two Basic Methods for Assessing Financial Impact
  • Evaluation of training costs
  • Utility analysis

Evaluation of Training Costs
  • Cost-benefit analysis
  • Compares cost of training to benefits gained such
    as attitudes, reduction in accidents, reduction
    in employee sick-days, etc.
  • Cost-effectiveness analysis
  • Focuses on increases in quality, reduction in
    scrap/rework, productivity, etc.

Return on Investment
  • Return on investment Results/Costs

Types of Training Costs
  • Direct costs
  • Indirect costs
  • Development costs
  • Overhead costs
  • Compensation for participants

Direct Costs
  • Instructor
  • Base pay
  • Fringe benefits
  • Travel and per diem
  • Materials
  • Classroom and audiovisual equipment
  • Travel
  • Food and refreshments

Indirect Costs
  • Training management
  • Clerical/Administrative
  • Postal/shipping, telephone, computers, etc.
  • Pre- and post-learning materials
  • Other overhead costs

Development Costs
  • Fee to purchase program
  • Costs to tailor program to organization
  • Instructor training costs

Overhead Costs
  • General organization support
  • Top management participation
  • Utilities, facilities
  • General and administrative costs, such as HRM

Compensation for Participants
  • Participants salary and benefits for time away
    from job
  • Travel, lodging and per-diem costs

Measuring Benefits
  • Change in quality per unit measured in dollars
  • Reduction in scrap/rework measured in dollar cost
    of labor and materials
  • Reduction in preventable accidents measured in
  • ROI Benefits/Training costs

Utility Analysis
  • Uses a statistical approach to support claims of
    training effectiveness
  • N Number of trainees
  • T Length of time benefits are expected to
  • dt True performance difference resulting from
  • SDy Dollar value of untrained job performance
    (in standard deviation units)
  • C Cost of training
  • ?U (N)(T)(dt)(Sdy) C

Critical Information for Utility Analysis
  • dt difference in units between
    trained/untrained, divided by standard deviation
    in units produced by trained.
  • SDy Standard deviation in dollars, or overall
    productivity of organization.

Ways to Improve HRD Assessment
  • Walk the walk, talk the talk MONEY.
  • Involve HRD in strategic planning.
  • Involve management in HRD planning and estimation
  • Gain mutual ownership
  • Use credible and conservative estimates.
  • Share credit for successes and blame for failures.

HRD Evaluation Steps
  • Analyze needs.
  • Determine explicit evaluation strategy.
  • Insist on specific and measurable training
  • Obtain participant reactions.
  • Develop criterion measures/instruments to measure
  • Plan and execute evaluation strategy.

  • Training results must be measured against costs.
  • Training must contribute to the bottom line.
  • HRD must justify itself repeatedly as a revenue
    enhancer, not a revenue waster.
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