From Training to Enhanced Workplace Performance: A Practical Guide for Turning Training Dollars into Performance Results, 2nd Edition
Business Performance Pty Ltd, January 2008, Pages: 245
Many organizations implement expensive training programs only to find that the expected benefits do not materialize. Whether you are an experienced or novice training professional or manager, this practical guide will give you all that you need to get more impact from your workplace training programs and to objectively measure that impact. Learn proven strategies and techniques for finding performance roadblocks, aligning training to real needs, developing training partnerships, engaging learners and transferring learning to the workplace.
And when your program is finished, this book will walk you through selecting the most appropriate measurement method, isolating the impact of training from other factors and presenting your evaluation report professionally and persuasively. To get you up and running as quickly as possible, the book is packaged with over 20 customizable Microsoft Word and Excel templates, guides and forms that you will use in all your improvement and evaluation activities.
A comprehensive “how to” guide and toolkit for getting more workplace impact from your training programs. Learn proven strategies and techniques for finding performance roadblocks, aligning training to real needs, developing training partnerships, engaging learners and transferring learning to the workplace. Not only will you improve the effectiveness of your programs, this book gives you a full set of tools for demonstrating your bottom-line impact.
Packaged with over 20 customizable Microsoft Word and Excel templates, guides and forms that you can download and start using today! This is your complete solution to getting the most out of your workplace training programs.
What others say ...
“Clearly Mr Allan’s 20 plus years of professional experience in Training and Development comes through crystal clear as he identifies the real world challenges that Training and Development professionals experience in providing effective programs that enhance the organization’s performance.
As a Training and Development professional of over 18 years myself, I have shelf after shelf of books and publications on practically every topic in the field. I must say that this book has earned prime real estate on my bookshelf within arms reach as it is a resource I use on a daily basis. A must have for anyone in the profession, whether new to the field or experienced.”
Amy Peters
Corporate Training Manager
Automated Packaging Systems, Inc.
“This book would be a welcome addition to the professional library of any L&D practitioner wanting to refresh their toolkit or evolve their personal practice.”
Megan Fraser
Principal Learning Strategist
Global Learning Synergy
"The persistent failure of training programs to create lasting changes in workplace performance costs organizations billions of dollars annually. The performance improvement process described in From Training to Enhanced Workplace Performance is on-target. It describes a practical systems approach that involves all the key players to get the job done. An essential reference."
Dennis E. Coates, Ph.D.
Chief Executive Officer
Performance Support Systems, Inc.
1 Introduction 1
1.1 Training in Today’s Organizations 1
1.2 Getting More Impact from Training 2
1.3 Who Will Benefit from This Book 5
2 Laying the Foundations 7
3 The Importance of the Workplace Environment 12
4 Two Views of Training 17
5 The PRACTICE Approach 20
5.1 What Practice Means 20
5.2 Procedures 23
5.2.1 Procedural Document Types 23
5.2.2 Harassment Prevention Example 24
5.2.3 Procedure Writing Tips 25
5.2.4 Inventory Management System Example 27
5.2.5 Lessons for Ensuring Training Impact 27
5.2.6 Working in Teams Example 29
5.3 Roles and Responsibilities 30
5.3.1 Thinking about Change 30
5.3.2 Role Description Format 30
5.3.3 Task, Key Result Area and Role Analysis 31
5.3.4 Clarifying Performance Expectations 32
5.3.5 Harassment Prevention Example 33
5.3.6 Working in Teams Example 34
5.4 Aids on the Job 35
5.4.1 From Training Program to the Job 35
5.4.2 Types of On-The-Job Aids 36
5.4.3 Examples of Application 41
5.5 Coaching 43
5.5.1 Planning for Coaching 43
5.5.2 The Coaching Role 44
5.5.3 Essential Coaching Skills 47
5.5.4 Examples of Application 49
5.6 Targets 51
5.6.1 Identifying Workplace Objectives 51
5.6.2 Examples of Application 54
5.6.3 Focusing Employees on the Targets 55
5.6.4 Defining Employee Behaviors and Learning Outcomes 57
5.6.5 Constructing an Impact Map 58
5.6.6 Defining Learning Outcomes for Individuals 60
5.7 Incentives 62
5.7.1 Internal and External Motivation 62
5.7.2 Using External Motivators to Maximize Skill Application 63
5.7.3 Principles Underpinning an Effective Incentive Scheme 65
5.7.4 Types of External Rewards 67
5.7.5 Driving Counterproductive Behaviors 69
5.7.6 Examples of Application 70
5.8 Communication 73
5.8.1 Formulating a Program Communication Plan 73
5.8.2 Communicating Effectively with Stakeholders 76
5.9 Engagement 78
5.9.1 Types of Engagement 78
5.9.2 Before Training 79
5.9.3 During Training 81
5.9.4 After Training 88
6 Integrating the Elements 94
6.1 Taking a Project Management Approach 94
6.2 Managing Small Programs 95
6.3 Managing Larger Programs 100
7 The Training Partnership 103
7.1 Identifying Key Stakeholders 103
7.2 Creating and Nurturing Partnerships 106
8 Evaluating Training Programs 112
9 Measuring Reaction 115
9.1 Gathering Reaction Data 115
9.2 Analyzing and Reporting Results 117
10 Measuring Learning 119
10.1 Trainee Assessment or Program Evaluation? 119
10.2 Selecting an Assessment Method 120
10.3 Conducting an Assessment 124
10.4 Selecting the Assessor and Location 126
10.5 Analyzing and Reporting Results 127
11 Measuring Behavior 129
11.1 Setting the Scene 129
11.2 Selecting Data Sources and Gathering Data 130
11.3 Selecting the Timing and the Evaluator 138
11.4 Analyzing and Reporting Results 139
12 Measuring Results 141
12.1 Why Measure Results? 141
12.2 Isolating the Effects of Training 142
12.3 Trend Line Method 147
12.4 Control Group Method 154
12.5 Matched Pairs Method 160
12.6 Selecting a Method 163
12.6.1 Method Selection Table 163
12.6.2 Isolating Psychological Factors 163
12.6.3 Measuring Intangibles 164
12.7 Estimating the Impact of Training 166
12.8 When Not to Isolate the Impact of Training 169
13 Measuring Return on Investment (ROI) 174
13.1 What Is ROI and Why Calculate ROI? 174
13.2 Converting Benefits to Monetary Amounts 175
13.3 Determining the Benefit Period 177
13.4 Calculating Training Program Costs 179
13.5 Is Training Really an Investment? 181
13.6 Other Methods for Calculating Financial Return 183
13.6.1 Benefit to Cost Ratio 183
13.6.2 Payback Period 183
13.6.3 Net Present Value 184
13.7 Measuring Financial Returns in Context 186
14 Program Evaluation Planning and Reporting 188
14.1 Planning for Evaluation 188
14.2 Reporting Evaluation Results 191
15 In Conclusion 194
16 Appendices 195
16.1 Guide to Appendices 195
16.2 Additional Resources 198
16.3 Appendix A – The PRACTICE Approach 199
16.4 Appendix B – Certificate of Completion 200
16.5 Appendix C – Personal Action Plan Form 201
16.6 Appendix D – Training and Development Plan Form 202
16.7 Appendix E – Program Communication Plan Form 203
16.8 Appendix F – Stakeholder Partnership Plan Form 204
16.9 Appendix G – Training Evaluation Data Collection Plan 205
16.10 Appendix H – Evaluation Report Communication Plan 206
16.11 Appendix I – Transfer of Training Checklist – Organizational Unit Program 207
16.12 Appendix J – Transfer of Training Checklist – Individual Employee Training 209
16.13 Appendix K – Training Participant Feedback Form 211
16.14 Appendix L – Skill Assessment Form – Individual 214
16.15 Appendix M – Training Transfer Survey Form 216
16.16 Appendix N – Training Transfer Interview Form 219
16.17 Appendix O – Organizational Results Survey Form 224
16.18 Appendix P – Training ROI Survey Form 227
16.19 Appendix Q – Training Program Evaluation Report 230
17 Bibliography 236
18 Index 238
Leslie Allan has been assisting organizations improve their capability for over 20 years. He has contributed in various roles as manager, consultant and trainer within the manufacturing and service industries, both for public and private sector organizations. On the people side, Mr. Allan has set up and managed training functions for leading multinationals. His achievements include reducing online learning costs by 80 percent and increasing employee course completions by 540 percent. Taking a strategic approach to investing training resources also led him to develop a best practice model for training functions.
Mr. Allan’s external and internal consulting roles have seen him lead successful projects in strategic planning, workplace communications, and quality and HR information systems. He is also a seasoned instructional designer and trainer, having taught programs in both vocational colleges and industry. Training programs that Mr. Allan has designed and delivered include the full gamut, from technical skills training to management and communication skills, team leadership, financial management and career planning.
On the process side, Mr. Allan has helped companies, small and large, improve their process capability. Managing 15 teams for one multinational manufacturer, he led the continuous improvement initiative, forming, training, coaching and motivating the teams to identify, map and improve their processes. His project management and facilitation skills were utilized in another national conglomerate to lead the design and implementation of a comprehensive document management system and the mapping and reengineering of core processes.
Mr. Allan is a prolific writer on business issues, with many journal and web articles to his credit. He is also the author of five books on employee capability, training and change management. Mr. Allan currently serves as Divisional Council Member for the Australian Institute of Training and Development and is a member of the Australian Institute of Management and the American Society for Quality.
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