| Many companies invest a lot of their time and | | | | performance. Other measures of training are |
| resources on their people. Training programs are | | | | satisfaction and approval of top management, |
| often organized to expand the knowledge and | | | | number of training referrals by those who have |
| skills of employees. To evaluate how effective | | | | already attended a training program, the additional |
| these programs are, training metrics are | | | | number of attendees trained by previous |
| developed. | | | | program attendees and the popularity of a |
| Training is commonly described as the process of | | | | particular training program as compared to others. |
| acquiring knowledge, competencies and skills. At | | | | Dr. Donald Kirkpatrick also pioneered the |
| present, many have recognized the fact that | | | | Kirkpatrick model which features four levels of |
| sufficient investments should be allotted for | | | | training evaluation. The reaction level focuses on |
| training programs or professional development | | | | feedback from training participants. The learning |
| programs in order to get more productivity from | | | | level and behavior level dwell on how knowledge, |
| the workforce. Training can be classified as | | | | skill and behavior are changed after training. Finally, |
| off-the-job or on-the-job training. Venues for | | | | the result level refers to the return on investment |
| off-the-job trainings are usually away from the | | | | from these training programs. |
| normal workplace. This is advantageous since | | | | Management experts contend that there is a |
| trainees are more able to concentrate on the | | | | relationship between training and employee |
| training material this way. Meanwhile, on-the-job | | | | turnover. Similarly, a relationship between |
| training is given within the workplace and usually | | | | customer satisfaction and employee development |
| involves the use of actual equipment, tools, and | | | | exists. In order to understand the relationship of |
| documents. This kind of training is said to be more | | | | these factors, certain metrics would have to be |
| effective for vocational trainings. | | | | developed. This way, it becomes easier to decide |
| According to Dr. John Sullivan, Head and Professor | | | | where and how to obtain pertinent data. Today, |
| of the College of Business of San Francisco State | | | | companies use learning management systems |
| University, there are various ways of measuring | | | | that allow them to link data on business |
| and evaluating training programs. They can be | | | | performance and data on training or employee |
| measured prior to training through the number of | | | | development. Measures for training programs may |
| people who say that they need such training as | | | | vary from one organization to another. Training |
| well as the number of people who signs up for | | | | metrics may be classified under one of four |
| one. Training may also be measured at the end of | | | | distinct groups namely; statistical, financial, business |
| training through the number of training attendees, | | | | intelligence and performance. Some of the most |
| customer satisfaction of attendees, measurable | | | | common training metrics are abandonment rate, |
| change in knowledge or skill after the training | | | | training course efficiency, applicability ratio, skills |
| program and the willingness of attendees to use | | | | effectiveness and appropriateness ratio. These |
| what they learn from the training. Training may | | | | metrics may be based on the percentage of |
| also be assessed through delayed impact or | | | | training participants who abandon and accomplish a |
| through a notable change in job behavior and job | | | | particular training course. |