Assessment

On my previous blogs, I talked a lot about how to move your course-end “Smile” sheets to “Smart” sheets.  Smart sheets collect the basic level 1 & 2 data, but also predictive level 3 & 4 data from individuals after the training. After about 90 days, we go back to these individuals and validate...
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In part 1 of this blog posting I covered the first two principles that will help employees understand why and how to participate actively in training assessments. The first two principles we covered were: - Align purpose with situation – it’s about what you do, not about what you think you can do -Context is key –...
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This posting is the penultimate posting in a series designed to help you get the most out of your training assessments. Employees have most likely been over assessed, and may have participated in a number of workplace assessments that did not result in much action or create the changes promised. However, employee participation in a...
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In part 1 of this posting we covered the first 2 principles: Align Purpose with Situation and Context is Key.  Here I will go through the next 3 principles. 3. Not All Assessments Are Created Equal – Focus on Participation and Validation. As discussed in the first blog posting in the series, assessment instruments should exhibit strong...
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Learning and development professionals are responsible for implementing training programmes that teach the relevant skills employees need to be successful in their jobs. However, even when training appears to be relevant, gaps in skills application may occur, which can lead to persistent performance problems. The problems may not be related to the training itself;...
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In part 1 of this blog posting I explained that applying  the five principles which were outlined in my first 2 blog postings to your executive stakeholders will help you to foster the level of executive support and participation necessary to ensure your training assessment provides the actionable results your executive needs.  I covered the...
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When performance problems arise, many executives instinctively think training is the solution. This may often be the case, but once implemented, how do they know if the training is improving performance and contributing to desired business results? This article is the second in a series of four to help you get the most out of...
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In part 1 I explained that there are 5 principles to ensure you get maximum vale from your training assessments.  The first 2 that were covered are as follows 1)      Align purpose with situation 2)      Context is king Here is will outline the next 3 principles: 3. All Assessments Are Created Equal All assessments need to exhibit evidence of reliability...
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Unfortunately, workplace assessments have gotten a bad rap. You’ve most likely been assessed to death and have participated in a number of assessments that didn’t result in much action or create the changes promised. Training application assessments (e.g., Kirkpatrick’s Level 3 Assessments) are no exception. Often, organisations decide to conduct this type of assessment...
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Your business case should be more than a financial document; it should be a strategy document. Crafting a business case that shows a strong return on investment can be powerful, but those numbers alone do not tell the whole story about a project’s potential impact. When weighing project acceptance, there are other crucial factors to...
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