Evaluating HRD Programs Chapter 7 Human Resource Development.
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Transcript of Evaluating HRD Programs Chapter 7 Human Resource Development.
Evaluating HRD Programs
Chapter 7
Human Resource Development
Purpose of HRD Evaluation Determine if accomplished
objectives Identify strengths and weaknesses Cost-benefit analysis Who should participate and who
benefited most Determine if program appropriate Database for decision making
Potential Questions to Be Addressed in a Process Analysis (During Training)
Was there a match between trainer, training techniques, and
training/learning objectives?
• Were lecture portions of the training effective? Was involvement encouraged/solicited?
Were questions used effectively? • Did the trainer appropriately conduct the various training methodologies
(case study, role play, etc.)?
Were they explained well? Did the trainer use the allotted time for activities?
Was enough time allotted? Did trainees follow instructions
Was there effective debriefing following exercises?
• Did the trainer follow the training design and lesson plans? Was enough time given for each of the requirements? Was time allowed for questions?
Kirkpatrick’s Levels of Criteria Reaction – did trainees like the
program Learning – demonstration of
learning at end of program Behavior – actual transfer to job Results – impact on bottom line
including efficiency, productivity, cost, etc.
Reaction to Training – Part 1 of 2
Answer the following questions about the training in Active Listening skills using the scale below:1= Strongly disagree 2= Disagree 3= Neither agree nor disagree 4= Agree 5=Strongly agree 1. The training met the stated objectives 1 2 3 4 5 2. The information provided was enough so Iunderstood the concepts being taught 1 2 3 4 5 3. The practice sessions provided were sufficient 1 2 3 4 5 to give me an idea of how to perform the skill 4. The feedback provided was useful in helping 1 2 3 4 5me understand how to improve.
Reaction to Training – Part 2 of 2
5. The training session kept my interest throughout 1 2 3 4 5
6. The pace of the Active Listening session was 1. Way too fast2. A bit fast3. Just right4. A bit slow5. Way too slow
7. What did you like best about this part of the training 8. What would you have changed Additional Comments: Note: A similar scale would be used for each of the other components of training that were taught.
Paper & Pencil Test for Evaluation of Learning
Evaluation of learning There is no specific time limit on this test, but most should be able to finish in
about one hour. Answers to the questions should be written in the booklet provided.
Please read each question carefully as some of the questions have more
than one part to them.
1. List four types of active listening and provide an example for each.
2. List the steps in the Conflict resolution model. After each step, provide a relevant example of a phrase that would represent that step.
3. Multiple choice or fill in the blank questions
Potential Questions to Be Addressed in a Process Analysis (During Training)
Was there a match between trainer, training techniques, and
training/learning objectives?
• Were lecture portions of the training effective? Was involvement encouraged/solicited?
Were questions used effectively? • Did the trainer appropriately conduct the various training methodologies
(case study, role play, etc.)?
Were they explained well? Did the trainer use the allotted time for activities?
Was enough time allotted? Did trainees follow instructions
Was there effective debriefing following exercises?
• Did the trainer follow the training design and lesson plans? Was enough time given for each of the requirements? Was time allowed for questions?
Possible Additions to Kirpatrick’s Model Expanding reaction measures to
include reactions to training methods Splitting reactions to assess
perceptions of enjoyment, usefulness, difficulty
Adding 5th level to include societal contributions
Adding 5th level to include return on investment
Data Collection Methods Interview Questionnaire Direct observation Tests and simulations Archival performance data Types of data – individual, group,
system wide
Research Design Internal Validity
Did a change occur? Was the change a result of the
training?
External Validity Will the change occur in other
situations with different trainees?
Threats to Internal Validity History – events occurring during
training Maturation – natural improvements
with development Testing – effects on pre-tests on
changes Instrumentation – different
measures at different point in time
Threats to Internal Validity (continued) Statistical regression – select
trainees measured at extremes in abilities/KSAs and regress to mean
Reactive effects of research situation – motivation (Hawthorne effect)
Multiple treatment effects – previous training
Threats to External Validity Representativeness of sample and
setting Differential selection – basis for
choosing trainees Experimental mortality – turnover
Experimental Designs Control group – random assignment
to treatment and control groups so trainees have similar characteristics
Two-group posttest only Two-group pretest/posttest Four group design – control for effects
of pretest and prior knowledge
Non-experimental Designs Case study – intensive, descriptive
study with after only measures One group pretest/posttest design
Quasi-experimental Designs Nonequivalent control group
design – analyze for equivalence or use multiple regression to control for demographic factors
Time series – establish base line, then training, then series of measures to determine if change has occurred
Ethical Issues Concerning Evaluation Research Confidentiality Informed consent Withholding training – can provide
later Use of deception Pressure to produce positive
results
Assessing the Impact of HRD Programs Cost-benefit – monetary costs in
relation to nonmonetary benefits Cost-effectiveness – monetary
costs in relation to monetary benefits
Return on investment = results/costs