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TrainingEvaluationChapter6

TrainingEvaluation

1ObjectivesExplainwhyevaluationisimportantIdentifyandchooseoutcomestoevaluateatrainingprogramDiscusstheprocessusedtoplanandimplementagoodtrainingevaluationDiscussthestrengthsandweaknessesofdifferentevaluationdesignsObjectivesExplainwhyevaluati2ObjectivesChoosetheappropriateevaluationdesignbasedonthecharacteristicsofthecompanyandtheimportanceandpurposeofthetrainingConductacost-benefitanalysisforatrainingprogramExplaintheroleofworkforceanalyticsanddashboardsindeterminingthevalueoftrainingpracticesObjectivesChoosetheappropria3IntroductionTrainingeffectiveness:BenefitsthatthecompanyandthetraineesreceivefromtrainingTrainingoutcomesorcriteria:MeasuresthatthetrainerandthecompanyusetoevaluatetrainingprogramsIntroductionTrainingeffective4IntroductionTrainingevaluation:TheprocessofcollectingtheoutcomesneededtodetermineiftrainingiseffectiveEvaluationdesign:Collectionofinformation,includingwhom,what,when,andhow,fordeterminingtheeffectivenessofthetrainingprogramIntroductionTrainingevaluatio5ReasonsforEvaluatingTrainingCompaniesmakelargeinvestmentsintrainingandeducationandviewthemasastrategytobesuccessful;theyexpecttheoutcomesoftrainingtobemeasurableTrainingevaluationprovidesthedataneededtodemonstratethattrainingdoesprovidebenefitstothecompanyItinvolvesformativeandsummativeevaluationReasonsforEvaluatingTrainin6FormativeEvaluationTakesplaceduringprogramdesignanddevelopmentIthelpsensurethatthetrainingprogramiswellorganizedandrunssmoothlyTraineeslearnandaresatisfiedwiththeprogramItprovidesinformationabouthowtomaketheprogrambetter;itinvolvescollectingqualitativedataabouttheprogramPilottesting:ProcessofpreviewingthetrainingprogramwithpotentialtraineesandmanagersorwithothercustomersFormativeEvaluationTakesplac7SummativeEvaluationDeterminestheextenttowhichtraineeshavechangedasaresultofparticipatinginthetrainingprogramItmayincludemeasuringthemonetarybenefitsthatthecompanyreceivesfromtheprogram(ROI)ItinvolvescollectingquantitativedataSummativeEvaluationDetermines8SummativeEvaluationAtrainingprogramshouldbeevaluated:Toidentifytheprogram’sstrengthsandweaknessesToassesswhethercontent,organization,andadministrationoftheprogramcontributetolearningandtheuseoftrainingcontentonthejobToidentifywhichtraineesbenefitedmostorleastfromtheprogramSummativeEvaluationAtraining9SummativeEvaluationTogatherdatatoassistinmarketingtrainingprogramsTodeterminethefinancialbenefitsandcostsoftheprogramTocomparethecostsandbenefitsof:Trainingversusnon-traininginvestmentsDifferenttrainingprogramstochoosethebestprogramSummativeEvaluationTogather10Figure6.1-TheEvaluation

ProcessFigure6.1-TheEvaluation

Pr11Table6.1-EvaluationOutcomesTable6.1-EvaluationOutcome12Table6.1-EvaluationOutcomesTable6.1-EvaluationOutcome13OutcomesUsedintheEvaluationofTrainingProgramsReactionoutcomesItiscollectedattheprogram’sconclusionCognitiveoutcomesDeterminethedegreetowhichtraineesarefamiliarwiththeprinciples,techniques,andprocessesemphasizedinthetrainingprogramSkill-basedoutcomesTheextenttowhichtraineeshavelearnedskillscanbeevaluatedbyobservingtheirperformanceinworksamplessuchassimulatorsOutcomesUsedintheEvaluatio14OutcomesUsedintheEvaluationofTrainingProgramsAffectiveoutcomesIftraineeswereaskedabouttheirattitudesonasurvey,thatwouldbeconsideredalearningmeasureResults:Usedtodeterminethetrainingprogram’spayoffforthecompanyOutcomesUsedintheEvaluatio15OutcomesUsedintheEvaluationofTrainingProgramsReturnoninvestmentDirectcosts:Salariesandbenefitsforallemployeesinvolvedintraining;programmaterialandsupplies;equipmentorclassroomrentalsorpurchases;andtravelcostsIndirectcosts:Notrelateddirectlytothedesign,development,ordeliveryofthetrainingprogramBenefits:ValuethatthecompanygainsfromthetrainingprogramOutcomesUsedintheEvaluatio16OutcomesUsedintheEvaluationofTrainingProgramsTrainingQualityIndex(TQI):Computerapplicationthatcollectsdataabouttrainingdepartmentperformance,productivity,budget,andcourses,andallowsdetailedanalysisofthisdataQualityoftrainingisincludedintheeffectivenesscategoryOutcomesUsedintheEvaluatio17DeterminingWhetherOutcomesareAppropriateCriteriaRelevanceTheextenttowhichtrainingoutcomesarerelatedtothelearnedcapabilitiesemphasizedinthetrainingprogram.Criterioncontamination-theextentthattrainingoutcomesmeasureinappropriatecapabilitiesorareaffectedbyextraneousconditions.Criteriondeficiency-thefailuretomeasuretrainingoutcomesthatwereemphasizedinthetrainingobjectives.ReliabilityThedegreetowhichoutcomescanbemeasuredconsistentlyovertime.DiscriminationThedegreetowhichtrainees’performanceontheoutcomeactuallyreflectstruedifferencesinperformance.PracticalityTheeasewithwhichtheoutcomemeasurescanbecollected.DeterminingWhetherOutcomesa18Figure6.2-CriterionDeficiency,Relevance,andContaminationOutcomesMeasuredinEvaluationOutcomesIdentifiedbyNeedsAssessmentandIncludedinTrainingObjectivesOutcomesRelatedtoTrainingObjectivesContaminationRelevanceDeficiencyFigure6.2-CriterionDeficie19EvaluationPracticesItisimportanttorecognizethelimitationsofchoosingtomeasureonlyreactionandcognitiveoutcomesToensureanadequatetrainingevaluation,companiesmustcollectoutcomemeasuresrelatedtobothlearningandtransferEvaluationPracticesItisimpo20Figure6.3-TrainingEvaluationPracticesOutcomesPercentageofCompaniesUsingOutcomeFigure6.3-TrainingEvaluati21Figure6.4-TrainingProgramObjectivesandTheirImplicationsforEvaluationFigure6.4-TrainingProgram22EvaluationDesignsThreatstovalidity:Factorsthatwillleadanevaluatortoquestioneitherthe:Internalvalidity:ThebelievabilityofthestudyresultsExternalvalidity:TheextenttowhichtheevaluationresultsaregeneralizabletoothergroupsoftraineesandsituationsEvaluationDesignsThreatstov23Table6.6-ThreatstoValidityTable6.6-ThreatstoValidit24MethodstoControlforThreatstoValidityPretestsandpost-tests:Comparisonofthepost-trainingandpretrainingmeasurescanindicatethedegreetowhichtraineeshavechangedasaresultoftrainingUseofcomparisongroups:GroupofemployeeswhoparticipateintheevaluationstudybutdonotattendthetrainingprogramHawthorneeffectMethodstoControlforThreats25MethodstoControlforThreatstoValidityRandomassignment:AssigningemployeestothetrainingorcomparisongrouponthebasisofchancealoneItisoftenimpracticalAnalysisofcovarianceMethodstoControlforThreats26TypesofEvaluationDesignsPost-testonly:Onlypost-trainingoutcomesarecollectedAppropriatewhentraineescanbeexpectedtohavesimilarlevelsofknowledge,behavior,orresultsoutcomespriortotrainingPretest/post-test:Pretrainingandpost-trainingoutcomemeasuresarecollectedUsedbycompaniesthatwanttoevaluateatrainingprogrambutareuncomfortablewithexcludingcertainemployeesTypesofEvaluationDesignsPos27Table6.7ComparisonofEvaluationDesignsTable6.7ComparisonofEvalua28TypesofEvaluationDesignsPretest/post-testwithcomparisongroup:IncludestraineesandacomparisongroupDifferencesbetweeneachofthetrainingconditionsandthecomparisongroupareanalyzeddeterminingwhetherdifferencesbetweenthegroupswerecausedbytrainingTypesofEvaluationDesignsPre29TypesofEvaluationDesignsTimeseries:TrainingoutcomesarecollectedatperiodicintervalsbothbeforeandaftertrainingItallowsananalysisofthestabilityoftrainingoutcomesovertimeReversal:TimeperiodinwhichparticipantsnolongerreceivethetraininginterventionSolomonfour-group:Combinesthepretest/post-testcomparisongroupandthepost-test-onlycontrolgroupdesignThisdesigncontrolsformostthreatstointernalandexternalvalidityTypesofEvaluationDesignsTim30Table6.10-FactorsthatInfluencetheTypeofEvaluationDesignTable6.10-FactorsthatInfl31DeterminingReturnonInvestmentCost-benefitanalysis:ProcessofdeterminingtheeconomicbenefitsofatrainingprogramusingaccountingmethodsthatlookattrainingcostsandbenefitsROIshouldbelimitedonlytocertaintrainingprograms,becauseitcanbecostlyDeterminingcostsMethodsforcomparingcostsofalternativetrainingprogramsincludetheresourcerequirementsmodelandaccountingDeterminingReturnonInvestme32DeterminingReturnonInvestmentDeterminingbenefits–Methodsinclude:Technical,academic,andpractitionerliteraturePilottrainingprogramsandobservanceofsuccessfuljobperformersObservanceofsuccessfuljobperformersEstimatesbytraineesandtheirmanagersTocalculateROIIdentifyoutcomesPlaceavalueontheoutcomesDeterminethechangeinperformanceaftereliminatingotherpotentialinfluencesontrainingresultsObtainanannualamountofbenefitsDeterminethetrainingcostsCalculatethetotalbenefitsbysubtractingthetrainingcostsfrombenefits(operationalresults)CalculatetheROIbydividingoperationalresultsbycostsTheROIgivesanestimateofthedollarreturnexpectedfromeachdollarinvestedintrainingDeterminingReturnonInvestme33Table6.11-DeterminingCostsforaCostBenefitAnalysisTable6.11-DeterminingCostsf34DeterminingReturnonInvestmentUtilityanalysis:Cost-benefitanalysismethodthatinvolvesassessingthedollarvalueoftrainingbasedon:EstimatesofthedifferenceinjobperformancebetweentrainedanduntrainedemployeesThenumberofindividualstrainedThelengthoftimeatrainingprogramisexpectedtoinfluenceperformanceThevariabilityinjobperformanceintheuntrainedgroupofemployeesDeterminingReturnonInvestme35PracticalConsiderationsinDeterminingROITrainingprogramsbestsuitedforROIanalysis:HaveclearlyidentifiedoutcomesArenotone-timeeventsArehighlyvisibleinthecompanyArestrategicallyfocusedHaveeffectsthatcanbeisolatedPracticalConsiderationsinDe36PracticalConsiderationsinDeterminingROIShowingthelinkbetweentrainingandmarketsharegainorotherhigher-levelstrategicbusinessoutcomescanbeveryproblematicOutcomescanbeinfluencedbytoomanyotherfactorsnotdirectlyrelatedtotrainingBusinessunitsmaynotbecollectingthedataneededtoidentifytheROIoftrainingprogramsMeasurementoftrainingcanbeexpensivePracticalConsiderationsinDe37Table6.13-ExamplesofROI’sTable6.13-ExamplesofROI’s38SuccessCasesandReturnonExpectationsReturnonexpectations(ROE):

ProcessthroughwhichevaluationdemonstratestokeybusinessstakeholdersthattheirexpectationsabouttraininghavebeensatisfiedSuccesscases:ConcreteexamplesoftheimpactoftrainingthatshowhowlearninghasledtoresultsthatthecompanyfindsworthwhileSuccessCasesandReturnonEx39MeasuringHumanCapitalandTrainingActivityAmericanSocietyofTrainingandDevelopment(ASTD):ProvidesinformationabouttraininghoursanddeliverymethodsthatcompaniescanusetobenchmarkWorkforceanalytics:PracticeofusingquantitativemethodsandscientificmethodstoanalyzedatafromhumanresourcedatabasesandotherdatabasestoinfluenceimportantcompanymetricsMeasuringHumanCapitalandTr40MeasuringHumanCapitalandTrainingActivityDashboards:ComputerinterfacedesignedtoreceiveandanalyzethedatafromdepartmentswithinthecompanytoprovideinformationtomanagersandotherdecisionmakersUsefulbecausetheycanprovideavisualdisplayusingchartsoftherelationshipbetweenlearningactivitiesandbusinessperformancedataMeasuringHumanCapitalandTr41Table6.14-TrainingMetricsTable6.14-TrainingMetrics42TrainingEvaluationChapter6

TrainingEvaluation

43ObjectivesExplainwhyevaluationisimportantIdentifyandchooseoutcomestoevaluateatrainingprogramDiscusstheprocessusedtoplanandimplementagoodtrainingevaluationDiscussthestrengthsandweaknessesofdifferentevaluationdesignsObjectivesExplainwhyevaluati44ObjectivesChoosetheappropriateevaluationdesignbasedonthecharacteristicsofthecompanyandtheimportanceandpurposeofthetrainingConductacost-benefitanalysisforatrainingprogramExplaintheroleofworkforceanalyticsanddashboardsindeterminingthevalueoftrainingpracticesObjectivesChoosetheappropria45IntroductionTrainingeffectiveness:BenefitsthatthecompanyandthetraineesreceivefromtrainingTrainingoutcomesorcriteria:MeasuresthatthetrainerandthecompanyusetoevaluatetrainingprogramsIntroductionTrainingeffective46IntroductionTrainingevaluation:TheprocessofcollectingtheoutcomesneededtodetermineiftrainingiseffectiveEvaluationdesign:Collectionofinformation,includingwhom,what,when,andhow,fordeterminingtheeffectivenessofthetrainingprogramIntroductionTrainingevaluatio47ReasonsforEvaluatingTrainingCompaniesmakelargeinvestmentsintrainingandeducationandviewthemasastrategytobesuccessful;theyexpecttheoutcomesoftrainingtobemeasurableTrainingevaluationprovidesthedataneededtodemonstratethattrainingdoesprovidebenefitstothecompanyItinvolvesformativeandsummativeevaluationReasonsforEvaluatingTrainin48FormativeEvaluationTakesplaceduringprogramdesignanddevelopmentIthelpsensurethatthetrainingprogramiswellorganizedandrunssmoothlyTraineeslearnandaresatisfiedwiththeprogramItprovidesinformationabouthowtomaketheprogrambetter;itinvolvescollectingqualitativedataabouttheprogramPilottesting:ProcessofpreviewingthetrainingprogramwithpotentialtraineesandmanagersorwithothercustomersFormativeEvaluationTakesplac49SummativeEvaluationDeterminestheextenttowhichtraineeshavechangedasaresultofparticipatinginthetrainingprogramItmayincludemeasuringthemonetarybenefitsthatthecompanyreceivesfromtheprogram(ROI)ItinvolvescollectingquantitativedataSummativeEvaluationDetermines50SummativeEvaluationAtrainingprogramshouldbeevaluated:Toidentifytheprogram’sstrengthsandweaknessesToassesswhethercontent,organization,andadministrationoftheprogramcontributetolearningandtheuseoftrainingcontentonthejobToidentifywhichtraineesbenefitedmostorleastfromtheprogramSummativeEvaluationAtraining51SummativeEvaluationTogatherdatatoassistinmarketingtrainingprogramsTodeterminethefinancialbenefitsandcostsoftheprogramTocomparethecostsandbenefitsof:Trainingversusnon-traininginvestmentsDifferenttrainingprogramstochoosethebestprogramSummativeEvaluationTogather52Figure6.1-TheEvaluation

ProcessFigure6.1-TheEvaluation

Pr53Table6.1-EvaluationOutcomesTable6.1-EvaluationOutcome54Table6.1-EvaluationOutcomesTable6.1-EvaluationOutcome55OutcomesUsedintheEvaluationofTrainingProgramsReactionoutcomesItiscollectedattheprogram’sconclusionCognitiveoutcomesDeterminethedegreetowhichtraineesarefamiliarwiththeprinciples,techniques,andprocessesemphasizedinthetrainingprogramSkill-basedoutcomesTheextenttowhichtraineeshavelearnedskillscanbeevaluatedbyobservingtheirperformanceinworksamplessuchassimulatorsOutcomesUsedintheEvaluatio56OutcomesUsedintheEvaluationofTrainingProgramsAffectiveoutcomesIftraineeswereaskedabouttheirattitudesonasurvey,thatwouldbeconsideredalearningmeasureResults:Usedtodeterminethetrainingprogram’spayoffforthecompanyOutcomesUsedintheEvaluatio57OutcomesUsedintheEvaluationofTrainingProgramsReturnoninvestmentDirectcosts:Salariesandbenefitsforallemployeesinvolvedintraining;programmaterialandsupplies;equipmentorclassroomrentalsorpurchases;andtravelcostsIndirectcosts:Notrelateddirectlytothedesign,development,ordeliveryofthetrainingprogramBenefits:ValuethatthecompanygainsfromthetrainingprogramOutcomesUsedintheEvaluatio58OutcomesUsedintheEvaluationofTrainingProgramsTrainingQualityIndex(TQI):Computerapplicationthatcollectsdataabouttrainingdepartmentperformance,productivity,budget,andcourses,andallowsdetailedanalysisofthisdataQualityoftrainingisincludedintheeffectivenesscategoryOutcomesUsedintheEvaluatio59DeterminingWhetherOutcomesareAppropriateCriteriaRelevanceTheextenttowhichtrainingoutcomesarerelatedtothelearnedcapabilitiesemphasizedinthetrainingprogram.Criterioncontamination-theextentthattrainingoutcomesmeasureinappropriatecapabilitiesorareaffectedbyextraneousconditions.Criteriondeficiency-thefailuretomeasuretrainingoutcomesthatwereemphasizedinthetrainingobjectives.ReliabilityThedegreetowhichoutcomescanbemeasuredconsistentlyovertime.DiscriminationThedegreetowhichtrainees’performanceontheoutcomeactuallyreflectstruedifferencesinperformance.PracticalityTheeasewithwhichtheoutcomemeasurescanbecollected.DeterminingWhetherOutcomesa60Figure6.2-CriterionDeficiency,Relevance,andContaminationOutcomesMeasuredinEvaluationOutcomesIdentifiedbyNeedsAssessmentandIncludedinTrainingObjectivesOutcomesRelatedtoTrainingObjectivesContaminationRelevanceDeficiencyFigure6.2-CriterionDeficie61EvaluationPracticesItisimportanttorecognizethelimitationsofchoosingtomeasureonlyreactionandcognitiveoutcomesToensureanadequatetrainingevaluation,companiesmustcollectoutcomemeasuresrelatedtobothlearningandtransferEvaluationPracticesItisimpo62Figure6.3-TrainingEvaluationPracticesOutcomesPercentageofCompaniesUsingOutcomeFigure6.3-TrainingEvaluati63Figure6.4-TrainingProgramObjectivesandTheirImplicationsforEvaluationFigure6.4-TrainingProgram64EvaluationDesignsThreatstovalidity:Factorsthatwillleadanevaluatortoquestioneitherthe:Internalvalidity:ThebelievabilityofthestudyresultsExternalvalidity:TheextenttowhichtheevaluationresultsaregeneralizabletoothergroupsoftraineesandsituationsEvaluationDesignsThreatstov65Table6.6-ThreatstoValidityTable6.6-ThreatstoValidit66MethodstoControlforThreatstoValidityPretestsandpost-tests:Comparisonofthepost-trainingandpretrainingmeasurescanindicatethedegreetowhichtraineeshavechangedasaresultoftrainingUseofcomparisongroups:GroupofemployeeswhoparticipateintheevaluationstudybutdonotattendthetrainingprogramHawthorneeffectMethodstoControlforThreats67MethodstoControlforThreatstoValidityRandomassignment:AssigningemployeestothetrainingorcomparisongrouponthebasisofchancealoneItisoftenimpracticalAnalysisofcovarianceMethodstoControlforThreats68TypesofEvaluationDesignsPost-testonly:Onlypost-trainingoutcomesarecollectedAppropriatewhentraineescanbeexpectedtohavesimilarlevelsofknowledge,behavior,orresultsoutcomespriortotrainingPretest/post-test:Pretrainingandpost-trainingoutcomemeasuresarecollectedUsedbycompaniesthatwanttoevaluateatrainingprogrambutareuncomfortablewithexcludingcertainemployeesTypesofEvaluationDesignsPos69Table6.7ComparisonofEvaluationDesignsTable6.7ComparisonofEvalua70TypesofEvaluationDesignsPretest/post-testwithcomparisongroup:IncludestraineesandacomparisongroupDifferencesbetweeneachofthetrainingconditionsandthecomparisongroupareanalyzeddeterminingwhetherdifferencesbetweenthegroupswerecausedbytrainingTypesofEvaluationDesignsPre71TypesofEvaluationDesignsTimeseries:TrainingoutcomesarecollectedatperiodicintervalsbothbeforeandaftertrainingItallowsananalysisofthestabilityoftrainingoutcomesovertimeReversal:TimeperiodinwhichparticipantsnolongerreceivethetraininginterventionSolomonfour-group:Combinesthepretest/post-testcomparisongroupandthepost-test-onlycontrolgroupdesignThisdesigncontrolsformostthreatstointernalandexternalvalidityTypesofEvaluationDesignsTim72Table6.10-FactorsthatInfluencetheTypeofEvaluationDesignTable6.10-FactorsthatInfl73DeterminingReturnonInvestmentCost-benefitanalysis:ProcessofdeterminingtheeconomicbenefitsofatrainingprogramusingaccountingmethodsthatlookattrainingcostsandbenefitsROIshouldbelimitedonlytocertaintrainingprograms,becauseitcanbecostlyDeterminingcostsMethodsforcomparingcostsofalternativetrainingprogramsincludetheresourcerequirementsmodelandaccountingDeterminingReturnonInvestme74DeterminingReturnonInvestmentDeterminingbenefits–Methodsinclude:Technical,academic,andpractitionerliteraturePilottrainingprogramsandobservanceofsuccessfuljobperformersObservanceofsuccessfuljobperformersEstimatesbytraineesandtheirmanagersTocalculateROIIdentifyoutcomesPlaceavalueontheoutcomesDeterminethechangeinperformanceaftereliminatingotherpotentialinfluencesontrainingresultsObtainanannualamountofbenefitsDeterminethetrainingcostsCalculatethetotalbenefitsbysubtractingthetrainingcostsfrombenefits(operationalresults)CalculatetheROIbydividingoperationalresultsbycostsTheROIgivesanestimateofthedollarreturnexpectedfromeachdollarinvestedintrainingDeterminingReturnonInvestme75Table6.11-DeterminingCostsforaCostBenefitAnalys

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