One day, Dave Palm, the director of training at LensCrafters, got a call suggesting that top executives were looking to improve the company's bottom line, and couldn't find enough tangible evidence that the company's training programs were producing a measurable return on the company's investment. Top management at this optical retailer understood that employee training was important, but they wanted to know what evidence was available to show that there was in fact a payoff to the organization from the money being spent on training. The phone conversation ended with a challenge, "What are you going to do about this?" If you were the director of training in this situation, what types of measures would you like to have available before you respond to top management? That is, what types of evidence do you think management would find convincing that training was having a positive impact on the organization? Why did you pick the measures that you did? How would you go about collecting the data for the measures you have selected?
APA style references included
Book used Human Resource Development 6e, Jon M. Werner and Randy L. DeSimone, 2012, South-western, Mason , OH. ISBN-13:978-0-538-48099-4
Companies invest in training, even when they deliver sessions in-house. Employees may take time away from their usual jobs to attend training. Materials are used to develop training sessions and a trainer or HR manager uses resources and manpower for training delivery. Therefore, any learning that is designed to support the success of the organization should be measurable. Top managers at Lens Crafters were concerned about the success of training efforts in their stores. However, they did not actually have an accurate means of measuring training of staff.
Managers were concerned about the bottom line, with respect to training. Profit is an important reason to initiate training. However, the bottom line is not the only measure of success for training development. The organization could improve customer satisfaction, supply chain and logistics processes, and knowledge, without increasing profitability. Training may improve many processes, though increase competition and economic conditions may affect sales.
The best way to measure the effectiveness of training is to determine what training is designed to accomplish. "Effectiveness is ...
The values of training are discussed. The expert determines how to collect the data for the selected measures.