Abasyn University, Peshawar
Faculty of Management Sciences
Course Notes
Training & Development
Based on the Textbook:
TRAINING AND DEVELOPMENT,
By: Noe, R. A. & Jaskiran Kaur
WEEK 09:
Training Evaluation
Prepared For:
Students of BBA & BS Programs
Prepared By:
Dr. Syed Hamza Farooq
Assistant Professor
Faculty of Management Sciences
Abasyn University, Peshawar, Pakistan
These notes are designed to serve as a companion to the textbook, tailored for undergraduate students in business
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studies. The purpose is to provide clarity, structured learning, and practical insights for the Training & Development
course.
Week 09
Training evaluation
Training evaluation is the process of collecting information to check whether
training is effective and achieving its objectives.
It helps organizations understand:
Was training useful?
Did employees learn anything?
Did performance improve?
1. WHY EVALUATE TRAINING
Purpose of Training Evaluation:
Purpose Explanation
Check Training Objectives Determines whether training goals are achieved
Measure Employee Evaluates improvement in employee performance and
Improvement skills
Identify Strengths & Finds effective and ineffective parts of training
Weaknesses
Justify Training Cost Shows whether training investment is worthwhile
Improve Future Programs Helps in designing better future training sessions
Key Idea:
Evaluation ensures that training is not just conducted but is effective
2. REACTION OUTCOMES
Meaning:
Measures how trainees feel about the training
What is evaluated:
Satisfaction
Trainer quality
Training environment
Content usefulness
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Tools:
Feedback forms
Questionnaires
Example:
“Did you like the training?”
Limitation:
Positive reaction does NOT always mean learning happened
3. LEARNING OUTCOMES
Meaning:
Measures what trainees have learned
Types of Learning:
Type Explanation
Knowledge Facts and concepts learned
Skills Technical or practical abilities gained
Attitudes Changes in mindset or behavior
Tools:
Tests (before and after training)
Quizzes
Practical assessments
Example:
Employee scores higher after training
4. BEHAVIOR OUTCOMES
Meaning:
Measures whether employees apply learning on the job
Focus:
Focus Description
Change in Work Behavior Improvement in job performance
Application of Skills Use of learned skills at work
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Tools:
Observation
Performance appraisal
Supervisor feedback
Example:
Employee uses new software correctly at work
5. AFFECTIVE AND RESULTS OUTCOMES
Affective Outcomes
Measures feelings, attitudes, and motivation
Example:
Increased confidence
Positive attitude towards work
Results Outcomes
Measures final impact on organization
Areas:
Productivity
Quality
Cost reduction
Profit increase
Example:
Increased sales after training
6. EVALUATION DESIGNS
Evaluation design refers to how evaluation is conducted to measure
training effectiveness
Types:
Design Type Description
Pre-test/Post-test Design Measure performance before and after training
Control Group Design Compare trained and untrained groups
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Time Series Design Measure performance over a period of time
Purpose:
Ensure accurate measurement of training impact
7. THREATS TO VALIDITY
These are factors that affect accuracy of evaluation results
Common Threats:
Threat Explanation
History Effect External events influence results
Maturation Natural improvement over time
Testing Effect Familiarity with test improves scores
Instrumentatio Changes in measurement methods
n
Selection Bias Differences between groups
Attrition Participants drop out of study
Key Idea:
These threats make it hard to say training caused the improvement
8. RETURN ON INVESTMENT (ROI)
Meaning:
Measures financial return from training
Formula (concept):
ROI = (Benefits – Costs) / Costs
Purpose:
Show if training is profitable
Example:
Training cost = $10,000
Benefit = $30,000
ROI = Positive → training is useful
9. COST-BENEFIT ANALYSIS
Meaning:
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Compare cost of training vs benefits
Costs Include:
Trainer fees
Materials
Time cost
Facilities
Benefits Include:
Increased productivity
Reduced errors
Higher efficiency
Decision:
If benefits > cost → training is worthwhile
10. TRAINING AUDIT
Meaning:
A systematic review of training programs
Purpose:
Purpose Description
Check Training Quality Evaluate effectiveness of programs
Alignment with Goals Ensure training supports organizational objectives
Efficiency Assess efficient use of resources
Areas Covered:
Training needs
Methods used
Outcomes achieved
Benefit:
Improves overall training system
11. CLASSIC EVALUATION MODELS
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1. Kirkpatrick’s Four-Level Model
Founder:
Donald L. Kirkpatrick
Year:
1959 (introduced in a series of articles)
Levels:
Level Focus
Reaction How trainees feel about training
Learning Knowledge and skills gained
Behavior Application of learning at work
Results Organizational impact
Importance:
Most widely used model
Simple and practical
2. Phillips ROI Model
Founder:
Jack J. Phillips
Year:
1990s (developed around 1996)
Extension:
Adds Level 5: Return on Investment (ROI)
Levels:
1. Reaction
2. Learning
3. Behavior
4. Results
5. ROI (Financial return)
Purpose:
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Measures both training effectiveness and financial value of training
programs.
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