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Measuring Your Training Effectiveness
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(Alpharetta, GA) March 17, 2009

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One of the most crucial components of a training program is often overlooked - a method to audit training implementation. All too frequently, organizations implement a training plan without a clear definition of the results they require from the training, or the appropriate means to achieve the results.

Without a plan, training efforts often yield no results or unintended results leadership was not expecting. By knowing what is expected of the training and the appropriate measures to gauge effectiveness, leadership has the ability to objectively analyze all results and modify their training plan as necessary.

To circumvent this difficulty, leadership must first determine their current state and their desired future state. Leadership must then define the specific skills that are necessary to achieve their desired state. Finally, leadership must determine the outcomes they expect to see as a result of training. While this may seem like a great deal to accomplish before the training actually begins, it is in fact these steps that will go the farthest in ensuring the highest possible return on training investment.

Based on the training 'pre-work' information, leadership has the tools to develop and implement an effective training plan. Some components of an effective training plan include: training outcomes, standard operating procedures, and an audit process to create an environment of continuous improvement and accountability for training implementation. When establishing an audit process, leadership must develop a schedule that determines the frequency of training process audits, a corrective action plan development for skill deficiencies, as well as recognition system for skill proficiency. By employing a process of audit, follow-up, and re-audit, the skill acquisition and implementation become a part of the culture, rather than a typical 'program of the month' initiative.

-article from "Living Your Leadership Legacy" Newsletter
by Competitive Solutions, Inc.


Competitive Solutions, Inc.(CSI) is a leadership training and consulting company that specializes in helping organizations improve communication, develop meaningful business scorecards, create accountability at all levels and set behavioral expectations using a business alignment system called Process Based Leadership



CSI's Current State Organizational Analysis Free Self-Assessment Survey
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Please provide the following contact information, read the following statements and assign a rating to each based on how you see yourself, your team and the organization. Your results will be e-mailed to you automatically. If you need any assistance, please call us at (800) 246-8694.

Name:
Company:
Address:
City, State & Zip:
Phone:
Fax:
E-mail:

Select the number which comes closest to representing how true you believe each statement to be for you and/or your organization.
Use a scale of 1-Never 2-Rarely 3-Sometimes 4-Usually 5-Always
Communication
1. My organization has an auditable face-to-face communication system linking all areas and functions to a common communication chain ensuring free flow of information up, down and across the organization on a weekly basis through the use of non-negotiable department meetings.
1 / 2 / 3 / 4 / 5
2. Our organization expects all meetings to run with habit, discipline and structure thereby supporting the overall business and in turn demonstrating a low tolerance of ineffective time spent in meetings.
1 / 2 / 3 / 4 / 5
3. Scheduled meetings are routinely held for each business unit or department. The meetings open and close with an action register. The meetings follow a timed agenda. The meetings start and stop on time.
1 / 2 / 3 / 4 / 5
Business Focus
4. Our organization has a business scorecard system linking the organizational strategy to key tangible and measurable focus areas which cascades throughout all organizational levels and functions.
1 / 2 / 3 / 4 / 5
5. When scorecards have been consistently green or red for 90 days, team members drive the discussion around understanding why the goal is consistently achieved or missed and if it should be raised or lowered.
1 / 2 / 3 / 4 / 5
6. Corrective action plans are documented for all scorecard goals that are below target and evaluated for their effectiveness.
1 / 2 / 3 / 4 / 5
7. Formal critical metrics are reviewed in every weekly meeting to ensure proactive metric action and status updates. This process provides advance action on critical business objectives and ensure that the scorecard data is being proactively driven to action prior to the monthly historical summation.
1 / 2 / 3 / 4 / 5
Accountability
8. Action Registers are utilized in all meetings throughout the site and updated on a regular basis.
1 / 2 / 3 / 4 / 5
9. When overwhelmed with an abundance of tasks, the action register is utilized to prioritize tasks and projects.
1 / 2 / 3 / 4 / 5
10. The majority of the items on the team action registers are pro-active, not reactive actions to issues and problems.
1 / 2 / 3 / 4 / 5
11. Leaders and team members are comfortable giving feedback to team members and the leaders.
1 / 2 / 3 / 4 / 5

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