In the past four years, he encountered many difficulties, but among all the difficulties he encountered, the most challenging one was:
He spent a lot of time and energy studying how to design the course, but it was never fully recognized by the operation department. Operation bosses often complain that employees seem to have gained knowledge, but their work performance is still standing still. What did you say?/Sorry? After spending so much time and resources, the employees you have trained are useless.
In the final analysis, the training effect is not good. What shall we do? The effect depends on the evaluation. In order to improve the current situation of poor training effect, we must master the training evaluation system. Today, I will read a professional book about training evaluation, past lives of Offset Evaluation. Training is my job, so evaluating the effect of training is one of my most concerned results.
It has been 60 years since the offset four-level assessment developed from 65438 to 0959, and the offset four-level assessment system should be known to every training practitioner. This book was recommended to me by teacher Ligo when I attended the AACTP manager training class. For example, through this book, you can have a systematic and comprehensive understanding of what the four-level assessment system of offset printing is. But objectively speaking, you can only understand the knowledge at the cognitive level through this book, but you can't get the essence of the application level of the evaluation system. However, after reading this interpretation in detail, I believe it can inspire you at the application level.
Since there was training, training evaluation has become the focus of practitioners' attention. But professionals can't agree on what to evaluate. Some people think that students should be assessed whether they have learned the corresponding knowledge and skills; Some people think that students should be assessed whether they have changed through learning; Others think that the evaluation should focus on whether the problem has been solved. Dr. Don kirkpatrick, the author of this book, believes that these are all part of the evaluation work and need a comprehensive model to integrate them, which is now known as Koch's four-level evaluation system. At present, although there are many evaluation methods in the training market, the offset four-level evaluation system is an undeniable classic.
Offset four-level evaluation method puts forward a comprehensive evaluation method of training effect from four levels.
This level is mainly to measure the students' response to training, that is, the measurement of customer satisfaction. For example, the training teacher's speech ability is super high, the teaching style is humorous, and the learning atmosphere in the classroom is very pleasant. Courses like this will get high marks when evaluating students' reactions. In most cases, in order to continue training, it is very important to get positive responses from trainees. At the same time, the reaction of the first-level students is closely related to the second-level learning evaluation. Positive reaction may not guarantee the actual occurrence of learning (mastery of knowledge), but negative reaction will definitely greatly reduce the possibility of learning.
This level is mainly to measure the extent to which trainees can realize the corresponding effects such as attitude change, knowledge expansion or skill improvement after participating in the training program. For example, the main goal of a training program with the theme of diversity of employees in the workplace is to change attitudes; Technical training, the main goal is to improve the skills of employees; The measurement of knowledge can be carried out in the training class through written test, demonstration, role-playing and so on. The best way to evaluate skills is to simulate drills; Attitudes can be changed through interviews and other forms.
This level is mainly to measure the extent to which participants can change their behavior after participating in the training program. A large number of studies show that the evaluation of most training programs will come to an abrupt end at the second level. The key question is why the value of training is not recognized by customers. After participating in the training program, students can't change their behavior. If the knowledge and skills they have learned are applied to their work, the value of the training itself will become very small. The gap between secondary assessment and tertiary assessment is a huge fault zone. Therefore, at the beginning of the training project design, it is necessary to let the line leaders of the trainees participate in the project as partners, because the three-level evaluation takes place in the workplace.
This level is mainly to measure the results that students can achieve after participating in the training program, which usually includes increasing sales, reducing costs, reducing employee turnover rate and so on. In fact, the fourth level evaluation is the easiest to measure, because the standards needed for this level evaluation have been measured by other departments of the enterprise.
Dr. Sandy Almeida made a quantitative study on the relationship between the four levels of training effect. The results show that there is a positive correlation between the first level (student response) and the second level (learning), and between the third level (behavior change) and the fourth level (business results). There is no obvious correlation between the second level (learning) and the third level (behavior change).
The result of this study, expressed in popular language, is that students with high training satisfaction will learn more; Employees apply what they have learned in their work, and the productivity of individuals and organizations will be improved. However, good training does not necessarily make you apply what you have learned. Without the transformation and consolidation after design training, it is impossible to get the desired results. Dr Brent Peterson of Columbia University once compared the time spent on training with the time spent on other training-related activities, and analyzed what factors led to the effectiveness of training. He discovered the phenomenon of falling behind in traditional training activities; 85% of the organization's resources are invested in the training program itself, but these inputs only produce 24% effect. What has a significant effect on the training effect is actually the follow-up work after training. Based on the above two research results, we can see that the reason why the training effect has been unsatisfactory is that we have not fully realized the internal logic of the four-level assessment system of offset and have not correctly handled the relationship between the introduction of knowledge or skills and behavior changes. The real change takes place outside the training classroom. When planning and designing training programs, we should combine the four-level evaluation system of offset to plan the landing of three or even four levels.
Based on the common problems in enterprise training practice, making full use of the biased four-level evaluation to improve the training effect can be carried out from the following three aspects:
Don't underestimate the word 14, and deeply understand the word 14, which shows that you can really use the four-level evaluation system of offset printing. I believe that most training managers are generally confused. I don't know why I worked so hard to optimize the course content and teaching form. At the same time, students' satisfaction in the classroom is also quite high, but I just can't complete the behavior change. It is impossible to bridge the gap between the second and third level assessments. The value of the training program is not recognized by the front-line operation department. Although we all know that we should take the customer as the center and understand the customer's needs, in most cases, when we apply this evaluation system, we do not start from the customer's needs. We only regard this evaluation system as a final result evaluation system, not as a planning tool. In fact, it deviates from the original intention of the four-level evaluation system of offset printing. Therefore, as long as the results of your training program are not recognized by the front line, 80% of the cases are due to your failure to plan 432 1 and design the training program from the perspective of customer needs/objectives.
How to make a plan with 432 1 In the book, the author provides a question framework, which everyone must think about when doing demand research or training project planning:
The fourth stage
The third stage
assistant
first step
Training professionals must cooperate with line managers and become their partners. The whole training work needs the participation and cooperation of line managers from pre-preparation to post-training achievement transformation. Before training, line managers need to participate in the setting of training objectives and make preparations for training participants. The transformation of results after training needs the attention and promotion of line managers.
The implementation plan after training and the role orientation of line supervisor or manager after training are the key points to promote the behavior change of students. The formal learning classroom is the "site" for training managers. Once you leave the classroom, you must rely on the direct leadership of the students. The support and encouragement of the supervisor is very important to consolidate the knowledge and skills gained in the training. The stronger their consolidation and strengthening, the more obvious the positive effect of the training plan. This is why the training manager must cooperate with the line manager. The growth of employees can not be separated from the collaborative training of education departments and direct leaders.
So much for the interpretation of the book "past lives of Offset Evaluation"! If you think there is too much on it, you just need to remember three points:
First: what is the offset four-level assessment;
Second: 432 1 plan, 1234 depends on the result;
Second, how to plan the problem framework of 432 1;
I hope this article can give you some inspiration.