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post-program evaluation
Training & Organizational Development
post-program evaluation
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Right after a week-long seminar, participants were asked to fill out what our course directors called a "learning contracts." Specifically, participants were asked to identify one or more actions that
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Forums » Topic Forums » Training & Organizational Development » post-program evaluation
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post-program evaluation
posted at 11/28/2006 7:11 AM EST
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Posts: 544
First: 9/27/2004 Last: 9/13/2011 |
Right after a week-long seminar, participants were asked to fill out what our course directors called a "learning contracts." Specifically, participants were asked to identify one or more actions that they planned to implement based on what they learned.
I need to develop a survey to assess how well program participants have met these action plans. I am thinking we want them to: * rate the extent that they have met each of their action plans (1 to 5 scale) * identify what, if any, barriers they faced (open ended) * identify any positive outcomes of their actions (open ended) * rate how well attending the program prepared them for attaining each of their action plans (1 to 5 scale) * identify any additional supports that would be helpful to them (open ended) * identify any unexpected benefits/outcomes from attending the seminar (open ended) I have never done this kind of assessment before; does anyone have any advice, resopurces, or suggestions? |
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post-program evaluation
posted at 11/28/2006 10:27 AM EST
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Posts: 221
First: 11/20/2005 Last: 4/4/2007 |
Deltac, you have put a lot of thought into the follow up. I find learning contracts can be useful where the trainer does not have easy contact with participants managers, for example, where you as an external trainer are training people from a range of organizations in the one course.
Where you are an internal trainer or you are an external trainer training people all in the one organization or department, we like to involve participants managers as much as possible. The reasoning behind this is the work of people like Broad and Newstrom that found that one of the biggest determinants of transfer of training back on the job is manager involvement before and after the training. One part of this strategy is to get the participants manager to brief each participant before the training begins and then to debrief after the training. The pre-course briefing is used to discuss the purpose of the training and how the participant will use the new skills after the training. The debrief after the training is used to discuss what was actually learned, how it will be applied to the job and what resources are required to do this effectively. I commend you for what you are doing. My only suggestion is that if there is some way to involve the participants managers in the follow-up process, your training may be more effective. If you can get managers to get engaged in the process and take some ownership of the results of training, it would be a win for all you, the participants and their managers. You can find out more about our approach to training transfer in our articles at http://www.businessperform.com/html/transfer_of_training.html and http://www.businessperform.com/html/training_effectiveness.html You might also want check out our eBook, From Training to Enhanced Workplace Performance at http://www.businessperform.com/html/training_transfer.html Good luck. Vicki Heath Director Business Performance Pty Ltd http://www.businessperform.com |
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post-program evaluation
posted at 11/29/2006 10:19 AM EST
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Posts: 221
First: 11/20/2005 Last: 4/4/2007 |
There is merit in hotsaladt view. We continue to use five point scales in all of our surveys because some people genuinely believe the middle response. Leaving out the middle response will deprive these respondents of a valid response, reducing the accuracy of the survey. Some respondents get very annoyed when they are forced to choose an option they dont believe accurately portrays their view.
In cases where you actually find a lot of people inaccurately going for the middle response, sure, use a four point scale. In most cases, we still find the five point scale the most useful. Im interested to hear the experiences of others. Vicki Heath Director Business Performance Pty Ltd http://www.businessperform.com |
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post-program evaluation
posted at 11/30/2006 12:33 AM EST
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Posts: 544
First: 9/27/2004 Last: 9/13/2011 |
We decided to use a 5-point scale across our organization to enable us to make comparisons more easily. As a survey respondent, I always prefer a "neutral" option - I don't like being forced. The irony is that I don't like being "forced" into using a 5-point scale because it doesn't always make sense. |
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post-program evaluation
posted at 11/30/2006 12:43 AM EST
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Posts: 544
First: 9/27/2004 Last: 9/13/2011 |
BTW, the participants were all executive-level managers who attended with their leadership teams. But I am thinking there might be some value in surveying their entire staff sometime down the road.
There is a ton of literature and research available for assessing training reaction and learning (Levels 1 & 2), but very little about application and impact. That's why I was wondering if I left something out. |
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post-program evaluation
posted at 11/30/2006 1:37 AM EST
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Posts: 76
First: 9/30/2002 Last: 1/12/2010 |
One of the classes I used to teach at a previous job was a Management/leadership class. We had each participant distribute a survey to their subordinates, peers and managers before they came to class. Then they had an idea of what their strengths and weaknesses were to work on.
We did a follow up survey 6 months after the class and presented them with the results. |
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