Measuring Training Outcomes

Measuring training outcomes involves the systematic collection of information for the purpose of evaluating whether a planned learning event affects change in an individual, department, or organization. The outcomes of training help decision makers determine if a training program should be modified, continued, or terminated. Given the[Page 357] millions of dollars health care organizations spend annually on training programs, decision makers are concerned about the value and effectiveness of training, particularly in tight economic climates. For example, when a nurse specializing in patient care gets promoted to a management position and undergoes various management training programs, it is important to determine if those programs help him or her perform the new job better. In essence, by measuring training outcomes one is trying to answer the question “Does training work?”

Many professionals refer to Kirkpatrick' four levels of training outcomes when evaluating a training program. The first and most simple level is trainees’ reactions to the training event. Reactions include trainees’ perceptions that they learned something, will improve their performance, and felt the instructor and/or the program was effective. Questionnaires administered at the conclusion of a training event are used to gather reactions. The second outcome level is trainees’ learning of the training content. Learning is often measured via trainees’ memory or application of the training material. The importance of this outcome cannot be overstated—to change one' understanding, behavior, or performance, one has first to learn new knowledge, skills, or abilities.

The third outcome level is trainees’ behavior, which reflects the extent training has created an actual change in trainees’ behavior or on-the-job performance. Personal observation and behavioral rating forms are often used to assess behavioral change. There has been a great deal of research and practice in recent years aimed at improving the extent that skills and behaviors learned in training are transferred to the job such that performance is improved.

The final outcome is individual and organizational results, including such measures as revenue, absenteeism, accidents, patient complaints, and costs. Careful collection of this information can help decision makers examine the utility of a training program, such as whether benefits outweigh costs, and whether the training program adds value to other interventions, such as selection and on-the-job experience.

When attempting to measure training outcomes, practitioners should adhere to several guidelines:

• A careful training needs assessment should be conducted to determine the objectives of the training program.
• The training program' objectives should guide which outcome measures are used. For example, if the goal of a training program is greater awareness of other employee perspectives (such as sensitivity training), then reactions or learning may be more applicable than measuring organizational results.
• Standardized outcome measures that allow comparisons between different people, different training programs, and training programs with other interventions, should be employed when possible.
• When measuring learning, behavior, or results, proper evaluation methodology should be used, such as control groups and pre- and post-training measures. This will help determine whether improvements have been made and whether those improvements are attributable to the training program.