To measure training properly, decide before it starts what should change at work, take a baseline, and check again some weeks later. A feedback form on the last day shows whether people liked the course, not whether it worked.
The four Kirkpatrick levels
Reaction: how participants responded to the training.
Learning: what they gained, checked by a test or practical task.
Behaviour: whether they apply it on the job.
Results: what it did for the business.
You don’t need to measure every course at every level. Save the deepest checks for your most important programs.
A realistic method
Choose one or two measures the training could really affect, such as rework or customer complaints.
Record a baseline before the course.
Brief managers on what to look for, because their support strongly affects whether skills get used.
Check behaviour after some weeks, using observation, manager feedback or a short follow-up.
Compare results, and note what else changed.
A caution on ROI figures
Many things affect business results, including market conditions and new systems. Be open about this. A clear before-and-after picture with sensible context is often more credible than a precise percentage.
What to agree with your provider
What will be measured, and by whom.
What reports you will receive, such as attendance and assessment results.
What support is available after the course.
Getting help
Start with a training needs assessment, so you know what you are measuring. Leaders Training Centre has trained teams from more than 500 organizations, and can build a custom course when an existing one does not fit. Request a corporate proposal.
Sources
- Corporate training
- HR
- Buyer guide
