Different from the academic environment, the ultimate goal of training is not to impart knowledge and wisdom, but to hope that knowledge and wisdom can bring more accurate judgment, lower cost, better quality and higher customer satisfaction. In other words, the results of training are visible. Training evaluation requires that these training results be transformed into training indicators or training objectives. No matter what form, the basic unit of training is curriculum, and each lesson is a discrete message that should be passed on to learners. Training objectives form the basis of the content of each course, and the course provides a standard for formulating measurement standards.
The course plan provides the basis for the measurement. The goals of the curriculum plan are clear and specific, and the curriculum design is to achieve these specific goals. Assuming that the course objectives are achieved, the objectives of academic seminars or other training activities will also be achieved; Assuming that the objectives of all training activities have been achieved, the objectives of the training plan will be achieved accordingly; Finally, assuming that the goal of the training plan is achieved, the goal of the strategic plan (or strategic quality plan) will also be achieved, at least the strategic goal will not be discounted because of insufficient training. All these assumptions are for evaluation.
1, evaluation
The evaluation process involves four factors:
① reaction
Do participants like this project? This is actually a measure of customer satisfaction. Evaluation forms, surveys, focus group surveys and other customer communication methods are usually used to measure customer responses.
② research
What principles, facts and skills have you learned? How has the attitude changed? Even if the learning process does not happen, it is entirely possible for participants to respond well to the training. Exams before and after training can be used to quantitatively measure how much knowledge participants have learned from Six Sigma training. The results should be analyzed by appropriate statistical methods. In some special cases, such as evaluating a large-scale training contract of a consulting company, an experiment can also be specially designed for evaluation.
③ Behavior
What changes have been made in the behavior of on-the-job personnel after training? If the participants start to use the control chart effectively immediately after the symposium on statistical process control, and no one has used this technology before, then this kind of training will have the expected impact on behavior. However, if the participants' tests show that although they have learned the corresponding abilities from the training, their behaviors have not changed, then the investment in this training can be said to be a waste. It should be noted that the change of behavior is influenced by many factors, and training is only one of them. For example, managers have created a system that encourages the application of newly learned behaviors, so this is also an influencing factor.
④ Results
What tangible results has this project brought from the aspects of reducing costs, improving quality and increasing quantity? These are the returns of training investment. Indicators used to measure these results are usually reflected in action plans, project plans and budgets. Similarly, like behavior change, there are many other factors besides training that may lead to the expected results.
⑤ Return on investment
Does the monetary value of the result exceed the cost of the project? Because it involves difficulty and cost, it can be evaluated at a higher level by sampling, and sampling should adopt random sampling, such as using a random number table. However, in order to obtain credible results, financial accountants are needed to help calculate the corresponding financial ratio.
Step 2 reinforce
When it comes to strengthening, the first thing we think of is the way of monetary reward. People are increasingly recognizing and agreeing to pay according to skills for the following reasons:
① As an incentive for employees to learn and acquire new technologies;
(two) as a reward for participating in training and education personnel;
③ As a response to the negative impact of performance pay.
Although paying according to skills has many advantages, the monetary reward and its function are still questionable and should be used with caution.
Research and experience show that employees participate in training because they find that participating in training can help them better achieve their personal, work or professional goals, rather than because they can get immediate economic returns. Therefore, strengthening should be achieved by providing trainees with opportunities to use what they have learned. Managers should strive to provide a relaxed environment for new technologies to run in and apply without pressure and distraction. JIT theory also applies here, that is, don't provide employees with skills training that they can't use in the near future.
After learning new knowledge, such as a job skill or a new concept centered on quality, people will always find many problems when trying to apply these new knowledge to their daily behavior and way of thinking. Building a user team helps solve the problem. The user team consists of a group of people who have received similar training. Team members often meet to discuss and exchange their understanding of the problem. What they discuss can be "how do you use this knowledge", "I don't understand this" or "that's what I did". Experienced people are usually invited to clarify some special problems, and successful experiences will be introduced to you in the form of reports. Managers can encourage the activities of the user team by providing equipment, helping the team solve some management details or attending their meetings occasionally.
Electronic conference is becoming more and more popular. Teachers can use e-mail to answer questions. Participants in the seminar can send their own questions and comments to the "list server", and then the server automatically sends these questions and comments to everyone on the list, so that everyone can see everyone's information and the corresponding answers to the questions. In this way, by exchanging information on a specific problem, an information flow is generated. For example, A has questions about how to use the control chart for financial data, B responds accordingly, and C comments on B's answers, making participants feel as if they are communicating face to face. Everyone learned a lot in a more natural (and interesting) atmosphere than traditional classroom teaching.
Step 3 review
If you don't use what you have learned, you will soon forget it. Even in the six-horse training, you can't guarantee that every skill you learn can be put into use immediately. Therefore, regular review courses should be designed to help employees deepen their impression of what they have learned in previous training. Compared with the training to learn new knowledge, review courses are usually shorter, faster and more focused. Teachers don't need to arrange courses like teaching new knowledge, or even teachers. Audio-visual tapes, CDs and slides are enough. The advantages of using these self-study media are low cost and flexible schedule.
If there is a teacher, you can answer the questions raised by the previous students. If the teacher is not a full-time trainer, answering questions will be limited. There are many ways to reduce the time teachers need to invest, while still ensuring that they answer as many questions as possible. If the demand is not urgent, you can answer questions by email or online meeting, while the indoor current affairs address book and bulletin board can be used for frequently asked questions. Now many companies use intranet, and a lot of information can be obtained online. Trainees can also find newsgroups on topics of interest from the Internet. Thousands of newsgroups study various topics, many of which are related to quality and training.