Meet training's goals without reaction forms
Article Abstract:
Training participant reaction forms are the most common method used to evaluate training programs, but the forms can result in more problems than benefits. Three major difficulties associated with participant reaction forms are: expectations that training will be entertaining, erroneous instructional design decisions, and views of learning as a passive rather than an active process. Training program evaluation should be geared to obtaining information that directs course improvements and that justifies training costs within the organization. Three kinds of information justify training costs: proof that program participants learn skills, demonstrated application of learned skills on the job, and evidence that learned skills result in increased productivity or cost savings.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1987
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Customer-service training supports work systems
Article Abstract:
Boeing Commercial Airplane Group launched a customer-service training program in line with the installation of an automated computer system in its spare parts department. Since the introduction of this new technology meant increased customer relations activity, the need to enhance interpersonal skills became evident. HR personnel were tasked with providing the necessary tools needed by employees in adapting to changes brought by the installation of the new computer system. To provide effective training of a physically divergent group, the company sought outside services of an HR consulting firm. The success of TMI North America's utilization of various teaching strategies in conducting two-day training seminars was seen in improvements in customer relations.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1993
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Make training accountable: assess its impact
Article Abstract:
Effective evaluation of corporate training programs adds to the cost-effectiveness of the training function. The training evaluation experience of Bell Communications Research (Bellcore) is described to illustrate the value of a reliable, relevant evaluation instrument. A review was conducted of existing instruments, a telephone survey was conducted among corporate training managers in other organizations, and a wide-ranging literature search was performed. Bellcore human resources management found that the relatively modest expense of developing a training program evaluation instrument was more than offset by gains in accountability and effective program assessment.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1988
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