Description
Learn why effective training programs are worth the investment and how to evaluate them to make sure they accelerate performance and engagement.Managers often wonder what benefits the organization gains from training and worry that money invested is wasted. Training is often the first thing cut when the business cycle goes south. Managers often worry that employees will utilize the company’s investment in training and leverage those investments into betterpaying jobs with other organizations (including competitors). This information will help those responsible for training to make the business case for evaluating it and review common and new ways to think about training evaluation.
Date: 2024-12-12 Start Time: End Time:
Learning Objectives
Defining Training Evaluation
• Explaining What Training Evaluation Is and What It Is Not
• Placing Training Evaluation Within the Broader Context of Training Design
• Making the Business Case for Training Evaluation and Overcoming Common Objections to It
• Evaluating Training
• Conceptualizing Approaches to Training Evaluation: Levels of Evaluation and Evaluation Issues
• Conceptualizing Why to Evaluate
• Conceptualizing Who to Evaluate and Who Wants the Evaluation
• Conceptualizing What to Evaluate
• Conceptualizing When to Evaluate
• Conceptualizing Where to Evaluate
• Conceptualizing How to Evaluate
• Conceptualizing How Much to Spend on Evaluation
• New Thinking in Training Evaluation
ASA ,SHRM ,Additional credit may be available upon request. Contact Lorman at 866-352-9540 for further information.
William J. Rothwell, Ph.D., SPHR, SHRM-SCP, RODC, CPTD Fellow-Rothwell & Associates, Inc.
