Establishing the effect.
WHAT TO MEASURE
Whether behaviour changed Whether the problem it addressed reduced
WHAT NOT TO MEASURE ALONE
Attendance Satisfaction with the session
WHY THOSE ARE INSUFFICIENT
People enjoy training that changes nothing.
WHAT TO ESTABLISH BEFORE TRAINING
What you expect to change, measurably.
WHAT TO MEASURE BEFORE
The current position.
WHY
Without a baseline, improvement cannot be demonstrated.
WHAT EXAMPLES LOOK LIKE
Errors of a specific type Rework Time to complete a task Incidents Complaints Tasks people can perform without help
WHAT TO MEASURE AFTER
The same thing, after enough time to apply it.
HOW LONG AFTER
Long enough to be meaningful.
WHAT TO DO IF NOTHING CHANGED
Establish why.
WHAT THE USUAL REASONS ARE
The training was not the problem No opportunity to apply it No expectation that it would be used The process prevents it Nobody checked
WHY THAT LIST MATTERS
Four of the five are management failures rather than training failures.
WHAT TO DO ABOUT THEM
Fix the surrounding conditions.
WHAT TO DO ABOUT TRAINING THAT REPEATEDLY CHANGES NOTHING
Stop buying it.
WHAT TO RECORD
What was done, what changed, and what it cost.
WHAT THAT BUILDS
An understanding of what actually works in your business.
