TJ - The Publication for Learning and Development

Adding value with work-based learning questions

By Richard Hale and Charles Margerison (July 2004 Issue)
0 Comments Comments
Article Rating:

Poor Best

Email to a friend | Print Version

The corporate world is experiencing an accelerating rate of change. ‘Heard it’, you say. But are training professionals able to keep up? Not if they continue to peddle old material, sheep-dip programmes and course content with a decreasing shelf-life. Today’s organisational problems will be tomorrow’s dead case studies. So how can we add value by transforming, as many say we should, from trainer to internal consultant or learning specialist?

Trainers spend too much time fretting about how to evaluate training. Evaluation is seen as something to be done after they have delivered training. They buy, adapt or concoct a fancy formula that purports to assess what the return on investment (ROI) is. The purpose of such efforts is often self-preservation. Donald Kirkpatrick said:

The future of training directors and programs depends to a large extent on their effectiveness. To determine effectiveness attempts should be made to measure training in scientific and statistical terms.1 ...

We have only displayed above the opening paragraph of this article. If you are a TJ subscriber, login now so you can download a PDF of this article in full, free of charge. For non-subscribers the PDF can be purchased for £9.00 see the "Buy Now" Option above.

Click here for a free 30 day trial to Training Journal

Back to top | Current TJ

 

Readers Comment

Comment on this story here >

Be the first to comment on this news story