Hi Friends,
Greetings!!!
Can anybody share with me how the training effectiveness of soft skills is mapped? Can it be measured, or is it subjective from person to person? Please share the format for training effectiveness mapping.
Regards,
G. P. Rane
098190 79985 :-P
From India, Mumbai
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Greetings!!!
Can anybody share with me how the training effectiveness of soft skills is mapped? Can it be measured, or is it subjective from person to person? Please share the format for training effectiveness mapping.
Regards,
G. P. Rane
098190 79985 :-P
From India, Mumbai
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Dear Mr. GP Rane,
The subject comes up for discussion time and again. Please refer to my latest comments on the subject: https://www.citehr.com/201166-how-ev...ctiveness.html
Thanks,
Dinesh V Divekar
From India, Bangalore
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8032The subject comes up for discussion time and again. Please refer to my latest comments on the subject: https://www.citehr.com/201166-how-ev...ctiveness.html
Thanks,
Dinesh V Divekar
From India, Bangalore
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Hello Sir,
Training effectiveness can be measured with the help of the famous Kirkpatrick model. It talks about 4 levels.
Firstly, before the provision of training, participants were required to give a pre-assessment form for the particular skills that we are training them on, like for example, communication skills using a questionnaire. It should have some parameters like communication parameters such as listening skills, body language, etc., on a 5-point rating scale. This will be required in the 2nd level.
1) Reaction/immediate feedback: After the training, participants should be given an immediate feedback form for training focusing on content and faculty delivery.
2) Learning: After 21 days of training, participants are required to give a post-assessment of their skills to see whether there has been any improvement in the skills or any barriers encountered. Here we can make use of the pre-assessment questionnaire that we have used before the provision of training, and this assessment can be compared with the post-assessment. You can make use of statistical tools as well.
3) Behavior: Which is the main focus of our training, checking whether there has been any improvement in the participant's skills and whether they are applying it on their job (not attended training for fun). This 3rd level will include a supervisor interview. For this, you can make a questionnaire.
4) ROI: The main focus from the point of view of the organization which is spending so much for these training sessions. In terms of profits, evaluation on this level is quite difficult, not yet impossible. For this, supervisor or participant performance can be reviewed in terms of reduction in customer complaints, how quickly they are responding to customers, decision-making skills, supervisor observation in overall behavior. For this, you can either take the interview of both or sit with them on their performance report.
Sir, I hope in this way training effectiveness can be measured, and in case of any clarification, please feel free to contact me.
Regards,
Sushma Kotnala
Email: sushmakotnala86@gmail.com
From India, New Delhi
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Training effectiveness can be measured with the help of the famous Kirkpatrick model. It talks about 4 levels.
Firstly, before the provision of training, participants were required to give a pre-assessment form for the particular skills that we are training them on, like for example, communication skills using a questionnaire. It should have some parameters like communication parameters such as listening skills, body language, etc., on a 5-point rating scale. This will be required in the 2nd level.
1) Reaction/immediate feedback: After the training, participants should be given an immediate feedback form for training focusing on content and faculty delivery.
2) Learning: After 21 days of training, participants are required to give a post-assessment of their skills to see whether there has been any improvement in the skills or any barriers encountered. Here we can make use of the pre-assessment questionnaire that we have used before the provision of training, and this assessment can be compared with the post-assessment. You can make use of statistical tools as well.
3) Behavior: Which is the main focus of our training, checking whether there has been any improvement in the participant's skills and whether they are applying it on their job (not attended training for fun). This 3rd level will include a supervisor interview. For this, you can make a questionnaire.
4) ROI: The main focus from the point of view of the organization which is spending so much for these training sessions. In terms of profits, evaluation on this level is quite difficult, not yet impossible. For this, supervisor or participant performance can be reviewed in terms of reduction in customer complaints, how quickly they are responding to customers, decision-making skills, supervisor observation in overall behavior. For this, you can either take the interview of both or sit with them on their performance report.
Sir, I hope in this way training effectiveness can be measured, and in case of any clarification, please feel free to contact me.
Regards,
Sushma Kotnala
Email: sushmakotnala86@gmail.com
From India, New Delhi
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Dear Sushma Kotnala,
From a theoretical standpoint, the Kirkpatrick model is considered the best one. I have shared my views on this model previously. Please click the following link to read more: https://www.citehr.com/119766-kirkpa...tml#post537381.
However, implementing this model can be challenging. I have not come across any training manager or Head of Training who has stepped forward to demonstrate how they implemented this model in their company.
I have encountered numerous training companies boasting about their capabilities, but when it comes to actual change, only a few have published their case studies on implementing this model.
I have posted about the implementation of this model on Yahoo groups and LinkedIn groups, but unfortunately, no HR or training professionals have come forward to share their results. Either they are keeping their cards close to their chest or they have nothing to showcase!
Dinesh V Divekar
From India, Bangalore
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From a theoretical standpoint, the Kirkpatrick model is considered the best one. I have shared my views on this model previously. Please click the following link to read more: https://www.citehr.com/119766-kirkpa...tml#post537381.
However, implementing this model can be challenging. I have not come across any training manager or Head of Training who has stepped forward to demonstrate how they implemented this model in their company.
I have encountered numerous training companies boasting about their capabilities, but when it comes to actual change, only a few have published their case studies on implementing this model.
I have posted about the implementation of this model on Yahoo groups and LinkedIn groups, but unfortunately, no HR or training professionals have come forward to share their results. Either they are keeping their cards close to their chest or they have nothing to showcase!
Dinesh V Divekar
From India, Bangalore
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Thanks Mr. Dinesh V Divekar & Ms. Sushma Kotnala, for your response. May I look forward to have few more HR Experts to share their experience? Regards, Mrs. G. P. Rane
From India, Mumbai
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From India, Mumbai
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Many thanks, Mr. Divekar,
I have gone through your comments on the discussions under the Kirkpatrick Model and do agree with your views. In fact, very few of us have the determination to pursue the training effectiveness up to the 3rd level of this model. The failure or success of training effectiveness depends largely upon the initial homework and identification of training needs itself.
Regards,
Mrs. G. P. Rane
From India, Mumbai
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I have gone through your comments on the discussions under the Kirkpatrick Model and do agree with your views. In fact, very few of us have the determination to pursue the training effectiveness up to the 3rd level of this model. The failure or success of training effectiveness depends largely upon the initial homework and identification of training needs itself.
Regards,
Mrs. G. P. Rane
From India, Mumbai
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Hello sir,
Yes, we do agree with Divekar sir. In fact, I did a training effectiveness project as a part of my internship, and I found the same thing. The HR and, in fact, the trainers themselves are least bothered about the effectiveness. For them, effectiveness means a feedback form, which we generally give after the training session. In fact, when I tried my level best to achieve the 4th level, they were least bothered, and they were more concerned about the next training session without considering how important it is for the organizational outcomes.
Hope in the future, all organizations will take this issue seriously.
Regards,
Sushma
From India, New Delhi
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Yes, we do agree with Divekar sir. In fact, I did a training effectiveness project as a part of my internship, and I found the same thing. The HR and, in fact, the trainers themselves are least bothered about the effectiveness. For them, effectiveness means a feedback form, which we generally give after the training session. In fact, when I tried my level best to achieve the 4th level, they were least bothered, and they were more concerned about the next training session without considering how important it is for the organizational outcomes.
Hope in the future, all organizations will take this issue seriously.
Regards,
Sushma
From India, New Delhi
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Dear All,
I feel that in the whole exercise of training, we have to take care of all the stakeholders for their interests.
The first and foremost stakeholder is the participant itself. Unless there is an urge for learning, the exercise becomes futile or just a ritual.
The second stakeholder is the functional head or the department head who nominates the participant for learning the skills. Unless their expectations are clear and well spelled out, it becomes difficult to meet them either by the participants or the trainer.
The third stakeholder is the organization or all other internal customers who expect better performance from the participants or the department. Unless these expectations and the interlinkages are clear to all of the above, it remains a theoretical exercise.
This also covers tangible and intangible benefits such as return on the expenditure (investment in terms of time spent by participants, opportunity cost, etc.) on the training exercise, change in the mindset of participants, and the culture, etc.
The best-designed format and involvement of all the stakeholders in true spirit can reduce the gaps and bring in harmony and synergy.
From my practical experience for the last 35 years, I feel that the effectiveness of Technical Training/ Skills is easy to map, but for Soft Skills, it remains much more subjective.
If any of the experts have devised a format for Soft Skill mapping, please share it with us.
Regards,
Mrs. G. P. Rane
From India, Mumbai
Acknowledge(0)Amend(0)
I feel that in the whole exercise of training, we have to take care of all the stakeholders for their interests.
The first and foremost stakeholder is the participant itself. Unless there is an urge for learning, the exercise becomes futile or just a ritual.
The second stakeholder is the functional head or the department head who nominates the participant for learning the skills. Unless their expectations are clear and well spelled out, it becomes difficult to meet them either by the participants or the trainer.
The third stakeholder is the organization or all other internal customers who expect better performance from the participants or the department. Unless these expectations and the interlinkages are clear to all of the above, it remains a theoretical exercise.
This also covers tangible and intangible benefits such as return on the expenditure (investment in terms of time spent by participants, opportunity cost, etc.) on the training exercise, change in the mindset of participants, and the culture, etc.
The best-designed format and involvement of all the stakeholders in true spirit can reduce the gaps and bring in harmony and synergy.
From my practical experience for the last 35 years, I feel that the effectiveness of Technical Training/ Skills is easy to map, but for Soft Skills, it remains much more subjective.
If any of the experts have devised a format for Soft Skill mapping, please share it with us.
Regards,
Mrs. G. P. Rane
From India, Mumbai
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Dear Mrs. GP Rane,
(My apologies to you as earlier I had addressed you differently. By the way, why can't you be a little informal and disclose your name?)
Coming to the main subject. You have given the list of the stakeholders in your previous post. However, I beg to differ with the order of the list. It should be in reverse order, i.e. the 1st stakeholder is the organization, then the functional head, and lastly the participant.
Whenever the subject of training effectiveness comes up for discussion in my sales call, I always tell my client that training should be treated on par with discipline. If the feedback is good, then the participant is bound to create a positive change in the workplace. If this does not happen, then the organization should take some disciplinary action against the participant. Until this happens, it will not be possible to see the impact of the training.
It is possible to measure the effectiveness of soft skill training. But to do this, you need to have an organization that has some maturity.
Please call on my mobile number, and I shall tell you what I do to measure the effectiveness.
Thanks,
Dinesh V Divekar
From India, Bangalore
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(My apologies to you as earlier I had addressed you differently. By the way, why can't you be a little informal and disclose your name?)
Coming to the main subject. You have given the list of the stakeholders in your previous post. However, I beg to differ with the order of the list. It should be in reverse order, i.e. the 1st stakeholder is the organization, then the functional head, and lastly the participant.
Whenever the subject of training effectiveness comes up for discussion in my sales call, I always tell my client that training should be treated on par with discipline. If the feedback is good, then the participant is bound to create a positive change in the workplace. If this does not happen, then the organization should take some disciplinary action against the participant. Until this happens, it will not be possible to see the impact of the training.
It is possible to measure the effectiveness of soft skill training. But to do this, you need to have an organization that has some maturity.
Please call on my mobile number, and I shall tell you what I do to measure the effectiveness.
Thanks,
Dinesh V Divekar
From India, Bangalore
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Dear Shri Divekar,
I feel that disciplinary action is not at all a solution but a tool at the hands of management that should be sparingly used. The need for disciplinary action is felt only due to the absence of a learning attitude by the participant or an indifferent attitude of the stakeholders.
Thanks and regards,
Mrs. G. P. Rane
From India, Mumbai
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I feel that disciplinary action is not at all a solution but a tool at the hands of management that should be sparingly used. The need for disciplinary action is felt only due to the absence of a learning attitude by the participant or an indifferent attitude of the stakeholders.
Thanks and regards,
Mrs. G. P. Rane
From India, Mumbai
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Soft skills training program.pdf