Training in the workplace should be directly linked to improved skills, performance and the quality of service provided. This does not mean that the development of the whole person is not of concern to employers.

Employee Development Programmes have been around for the last 50 years because employers recognised that happy fulfilled people make good workers.

To ensure that training is effective, there must be a before and after measure. Training should be designed to meet a particular need. Managers should be able to see the benefits of training along with patients and colleagues, though attributing the credit for improvements may not be a perfect science.

Crucial to the effective uptake of new skills is feedback. Managers should use feedback to encourage and support the acquisition of new skills as and when they are applied in the workplace by the learner.

One of the most popular models for evaluating learning was developed by Donald Kirkpatrick. In particular, evaluation would look levels 3 and 4, behaviour changes in the workplace and results that affect the business. This level of evaluation can include observation in the workplace, 360 degree feedback, and efficient management systems. It is particularly important that learners understand exactly what they are being evaluated on as a result of learning.

Look at the section in the Toolkit on Kirkpatrick.

Related Resources

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  Popular Learning Models
  

  Some of the more popular learning theories and models used by education practitioners and those with an interest in developing people. The models and theories inform and underpin many modern learning approaches and come out of learner centred and constructivist theories.

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  Kirkpatrick model of evaluation in the Toolkit
  

  A summary of the four levels of the Kirkpatrick model of evaluation in the e-Learning Readiness Toolkit.

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