24 Jul Respond: I do believe that some types of evaluation designs
Respond: I do believe that some types of evaluation designs are easier to use for certain types of trainees in certain industries. For example, the U.S. Coast guard decided to evaluate at the behavioral level. They asked the trainees questions related to a desired behavior and the importance of that behavior. By doing this, the information from the evaluations were able to remove outdated training objectives and added help for the less frequent behaviors. Texas instruments used an automated email after training to help with evaluations. They found that there was an improvement in quantity and quality of feedback. Century 21 evaluated their training at the results level. They found that the best high-performing offices had the most supportive environment. Each of these examples used certain types of training and were all from different industries and were successful in doing so. They all had positive outcomes. Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices. I do believe that certain training designs are easier to use for certain types of trainees in certain industries. In other words, the trainings are going to be completely different from someone who is in a finance firm compared to someone who works in a factory. One of the evaluations is an outcome evaluation. With that it is used to determine how well the training met or is meeting the goals. There are also steps such as research, learning, behavior, and organizational results. With reaction it will influence how much of the training can be learned. Next we have which involves how much the behavior can change back on the job. After that we have behavior which shows the changes of behavior on the job that will influence organizational results. Finally, we have organizational results, which involves the changes in organizational outcomes related to the reason for training in the first place, such as high grievance rate, low productivity, and so forth. Now with all of that being said, someone who is the CFO of a company again might have a more difficult training than someone who is just doing administrative work at an office. They are both different jobs that require different skills but what you need to learn is much different.—————————————————————————1A. With respect to the web assignment, please answer the question: What are the challenges of trying to implement ROI?I read the article “Hard Numbers from Soft Skills: You Can Measure the Impact and ROI for Soft Skill Programs.” This gold mining company based created a 14 day leadership development program for about 1,000 managers that would cost over $6 million dollars. The COO was willing to make the investment as long as the financial ROI was worth it. They have never pursed an ROI study on their previous projects. The challenge in implementing ROI is that globally many companies are investing in leadership development now. Companies are requesting for impact and ROI accountability for the leadership development programs. HR professionals have to be able to step up to the challenge. This is a challenge because organizations only evaluate five to ten percent of their training at the ROI level (Blanchard & Thacker, 2013). It is important to place monetary value on training so HRD budgets can be easily justified, expanded, contained and their image is improved by showing dollar value for training. The training is focused around soft skills such as communication, team building, management development and much more. These are important skills to impact a company and from the impact, the ROI can be calculated (Vance, 2017). 2A. I chose the article entitled “Hard Numbers from Soft Skills: You Can Measure the Impact and ROI for Soft Skills Programs” written by Andy Vance on January 26, 2017. The organization involved in the study is a large mining company based in North America. Survey data from all the employees resulted to a low level of engagement, much lower than their expectation. Further analysis showed that there is a need to improve the management’s leadership skills. The training program is for 14 days and involves 1,000 managers for a staggering budget of $6M. The COO is willing to spend $6M for the budget but the HRD must be able to show a financial ROI from the program. Hard skills yield tangible results that are measurable but soft skills do not. But as the article suggested, it is possible to yield an ROI for soft skills and the full case study involving the mining company resulted to positive results. As it turned out, ROI for soft skills can be measure through indirect means. In another web article, Madsen (2019) listed ways to measure ROI for soft skills: measure engagement rates, interview or survey the employees, track productivity rates, measure and compare staff turnover, look at the impact on conflict, survey customer satisfaction and measure success with process optimization.
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