If you don't know where you started, how can you tell how far you've come? If you concentrate on measuring how well people have learnt what you've taught them, then virtually all the training evaluation you have been doing is a waste of time. It will give you some great data on how good a trainer you are, but you have nothing to show how useful you are to the business.If you want to know how far you have travelled you have to take a tachometer reading before you start the journey. So it is with training evaluation - you have to collect baseline measures before you start the training. Once you understand this first rule of evaluation the subject becomes very simple. From this first principle, Paul Kearns builds a complete system that links all training directly to business needs. He shows how to use some simple tools to measure trainee performance and then put a financial value on it - so that trainees know how well they are doing and trainers start demonstrating how much value is being added by learning.
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"Paul Kearns, a specialist in analysing training programmes, said the corporation had refused to listen to his damning conclusions about the course at Ashridge management school after hiring him as a consultant.... Daily Telegraph, 2 October 2004"
About the Author
Paul Kearns is an expert in training evaluation. He established his own consultancy thirteen years ago after spending 12 years in business as an in-house training manager. He is a regular speaker and writer. He has a particularly high profile in the HR/training field and is known as a contraversial figure.
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Most Helpful Customer Reviews
17 of 17 people found the following review helpful
By A Customer
Format:Paperback
I've read Paul Kearns' articles on Training Zone and in other places for years now and he always seems to talk sense. He's not short of self-belief but then he has every right to be.
His basic premise is that if all you want to do is come up with a specious figure to justify your job the Philips' not so clever trick of putting a dollar sign after Kirkpatrick's model might be all you need (actually I don't think he'd say that - he seems to have it in for Philips).
However, if you want to actually build evaluation in to a training programme that will help your organisation perform better (and thereby become valuable enough to it that you don't need to constantly justify your existence!) then you need to do something a bit cleverer.
There are two fairly simple ideas here. The first is that you need to know where you want to get to and why. Ie what do you want your people to be better at and why will that add value to the organisation? That will help you know what to measure. Secondly, how good are they at it before you start on the fairly obvious but rarely recognised premise that how can you evaluate how successful training has been if you don't know how good (or bad) things were to start with - ie you need to start measuring the value added.
Frankly, this is the best book on training evaluation I've ever read.
10 of 11 people found the following review helpful
Format:Paperback|Amazon Verified Purchase
You know how the best ideas are simple common sense? This is one of them. Although Kearns acts all humble and won't put his name to the 'Baseline Model of Evaluation', it's his central big idea in this book.
Although I've attempted ROI studies using Jack Phillips' methodology, I questioned it after reading Robert Brinkerhoff's 'High Impact Learning' (another good book). Brinkerhoff calls on Phillips' practitioners to 'show me the money' if, for example, a time management programme delivers an 800% ROI valued at, say £200,000 - where does that appear on the bottom line? It doesn't.
Kearns makes the same point - and offers a more powerful alternative than Brinkerhoff's 'Success Case Evaluation'. His Baseline model takes a benchmark before any learning intervention (using an existing business measure), asks line managers the value of, say, a 1% improvement in this area, and then measures performance again after learning. Then attach the performance improvement to the value you've calculated. It's quick, easy and stands up to scrutiny.
Kearns' view on the hotly debated topic of 'attributability' is 'why bother?' Training can't ever PROVE it's impact; just like the marketing, sales or production department can't prove the performance improvement is down to them. Besides, why should training justify its existence? It should be an integral part of the team that moves the business forward.
Kearns has refreshingly provocative opinions on the relationship between line managers and training departments, the value of teambuilding, leadership development and corporate universities, and HR's fixation on buzzwords like competencies and e-learning.
This is a straight-talking book with incredible value for HR and Learning practitioners. Kearns offers a set of practical tools that can transform the business impact of an HR/Learning function. If you want to be taken seriously by colleagues in other departments and demonstrate a credible value-add on your activities, you should read this book.
Although I've attempted ROI studies using Jack Phillips' methodology, I questioned it after reading Robert Brinkerhoff's 'High Impact Learning' (another good book). Brinkerhoff calls on Phillips' practitioners to 'show me the money' if, for example, a time management programme delivers an 800% ROI valued at, say £200,000 - where does that appear on the bottom line? It doesn't.
Kearns makes the same point - and offers a more powerful alternative than Brinkerhoff's 'Success Case Evaluation'. His Baseline model takes a benchmark before any learning intervention (using an existing business measure), asks line managers the value of, say, a 1% improvement in this area, and then measures performance again after learning. Then attach the performance improvement to the value you've calculated. It's quick, easy and stands up to scrutiny.
Kearns' view on the hotly debated topic of 'attributability' is 'why bother?' Training can't ever PROVE it's impact; just like the marketing, sales or production department can't prove the performance improvement is down to them. Besides, why should training justify its existence? It should be an integral part of the team that moves the business forward.
Kearns has refreshingly provocative opinions on the relationship between line managers and training departments, the value of teambuilding, leadership development and corporate universities, and HR's fixation on buzzwords like competencies and e-learning.
This is a straight-talking book with incredible value for HR and Learning practitioners. Kearns offers a set of practical tools that can transform the business impact of an HR/Learning function. If you want to be taken seriously by colleagues in other departments and demonstrate a credible value-add on your activities, you should read this book.
1 of 1 people found the following review helpful
By sp28
Format:Paperback
Straight-talking with an exciting intro and bold statements... yet a complete waste of time, a little ironic when you consider the focus is on ROI!
No empirical data or case studies, simply dismisses most theory, has no supporting evidence of application and makes no effort to ascertain any of the claims made. It simply lets you down with recommendations going only to level 2 of the KiltzPatrick model.
No empirical data or case studies, simply dismisses most theory, has no supporting evidence of application and makes no effort to ascertain any of the claims made. It simply lets you down with recommendations going only to level 2 of the KiltzPatrick model.
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