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Training for Impact. How to Link Training to Business Needs and Measure the Results

  • ID: 2218586
  • Book
  • May 1989
  • Region: Global
  • 336 Pages
  • John Wiley and Sons Ltd
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Two of today′s leading human resource development experts provide how–to strategies for implementing results–oriented training, showing how to develop a collaborative, "client–consultant" relationship with line managers to yield better management support for training efforts. And they tell how to document bottom–line results of training programs and communicate their value to management in cost–benefit terms.
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Part One: Moving from Activity Training to Impact Training .

1. The Training–for–Activity Trap.

2. The Training–for–Impact Approach.

Part Two: Creating Strategic Partnerships with Management.

3. Identifying Business Needs and Clients.

4. Forming a Collaborative Relationship with Clients.

5. Conducting Initial Project Meetings.

Part Three: Diagnosing Organizational Needs and Making Training Decisions.

6. Assessing Performance Effectiveness.

7. Analyzing Causes of Performance Gaps.

8. Tabulating, Interpreting, and Reporting Results to Clients.

Part Four: Building Evaluation and Tracking Systems into Training Programs.

9. Participant Reactions: Going Beyond "Smile Sheets".

10. Participant Learning: Assessing Development of Knowledge and Skills.

11. Behavioral Results: Evaluating Transfer of Learning to the Job.

12. Nonobservable Results: Identifying Changes in Values, Beliefs, and Cognitive Skills.

13. Operational Results: Measuring Impact on the Business.

Part Five: Using the Training–for–Impact Approach.

14. How and Where to Begin.
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Dana Gaines Robinson
James C. Robinson
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