5 Actions for Measuring Training Results

By Michael C Colucci

As with any type of training, one of the largest, if not the largest, challenge is measuring the results.

And by “measuring the results” it is fairly commonly known that what we really mean – at least in the corporate environment – is…

Proving that it was worth the money spent.

While the argument can be made that employees should be constantly experiencing new opportunities for development – and many of those through training – we have to face the fact that we live in a business environment that is moving so fast that short term means of measurement are required.

Unfortunately, that means that proving the value of training is under a time constraint. It is important to realize that training and education are distinctly different and it is that difference that gives companies the permission to say, “I am not going to train my employees on just anything, it has to be relevant and it has to contribute to the bottom line.”

What is that difference?

Training requires an action be demonstrated.

Education requires an answer be given.

Think about it for a minute. The majority of the education system is measured through a test. If when the question is asked, you give the correct answer… you have met the requirements.

Corporate training isn’t meant to inform… it is meant to transform.

It is meant to empower people to act or respond … act or respond… in a desirable/favorable/determined way.

Let’s quickly look at the 5 Necessary Actions for Measuring Training Results and then support them a bit. They are:

1. Identify the desired behavior that aligns with business goals
2. Provide training that conditions people to act or respond in those ways
3. Encourage the desired behavior outside of the training event
4. Deliberately seek to observe the new behavior
5. Document observation of the behavior

If training is changing behavior then it isn’t accomplishing its goal.

So the question that needs to be answered before you ask “did the training do anything?” is actually:

What do we want our employees doing that will result in the business goals we have set?

In order to ask this question you must both have clear goals, and understand what they are currently doing and how it is either contributing or detracting from those goals being reached.

When the goals are very specific, such as the operation of a piece of equipment, it is easier to measure behavior not only because it will surface if it is not being done correctly but because it is easier to observe.

Sales training also falls into the category of being more easily observed because sales managers can accompany their team. And the leap to agree that increased revenue from a particular individual after training was a direct result of the training (whether or not the statement is actually true) is more easily made. If for no other reason than people want to believe they made the right choice in their training.

But when you move into behaviors that are not as openly displayed or ones where the connection to revenue is harder to make in the short term you will… not might… you will meet resistance.

We have been trained to view it this way. And I don’t see companies paying for training to change the way we view training. It is a Catch-22.

One way to measure the result of training is to deliberately look for behavioral change. And when you see it… acknowledge it. It doesn’t have to be with money. (I know that is what may have come to your mind.) It can be an email or a “good job” comment.

I still remember a compliment my boss gave me when I was a stock boy in high school.

But to look for it is a lagging indicator.

You need to encourage it. Part of the actual training program needs to be “post-delivery engagement.”

There needs to be a process in place to encourage and support desired behavior if that behavior will then be required. And especially if that behavior is going to be the measurement of the effectiveness of training.

I have been through training that I continue to benefit from. And I have been through training that I have forgotten.

I have rarely been through training that provided follow up.

So… back to the initial question: How do you measure training results?

1. Identify the desired behavior that aligns with business goals
2. Provide training that conditions people to act or respond in those ways
3. Encourage the desired behavior outside of the training event
4. Deliberately seek to observe the new behavior
5. Document observation of the behavior

If the business goals are important then the behavior is important. If behavior hasn’t changed… change the training.

Don’t just inform… transform.

Michael Colucci is the owner of The SDG Group (http://www.thesdggroup.com) where they focus on providing innovation training.

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