Training for Impact
How to Link Training to Business Needs and Measure the Results
1st Edition
Published on 9. May 1989
Book
Hardback
336 pages
978-1-55542-153-3 (ISBN)
Description
Document your efforts in terms management will understand
Are your employee training efforts really paying off? In thishands-on guide, two top human resources consultants present aresults-oriented, twelve-step approach that directly links trainingto specific organizational goals. Here is all the information andguidance you need to create a work environment that reinforces newskills and maximizes training results. You'll also learn todocument the effect your efforts have on the bottom line, tracksubtle but important changes in employee values and beliefs, anddemonstrate increased sales and productivity. It's THE definitivehandbook for tracking and cost justification of training anddevelopment efforts.
Are your employee training efforts really paying off? In thishands-on guide, two top human resources consultants present aresults-oriented, twelve-step approach that directly links trainingto specific organizational goals. Here is all the information andguidance you need to create a work environment that reinforces newskills and maximizes training results. You'll also learn todocument the effect your efforts have on the bottom line, tracksubtle but important changes in employee values and beliefs, anddemonstrate increased sales and productivity. It's THE definitivehandbook for tracking and cost justification of training anddevelopment efforts.
More details
Language
English
Place of publication
United States
Publishing group
John Wiley & Sons Inc
Target group
Professional and scholarly
Product notice
sewn/stitched
Cloth over boards
Dimensions
Height: 235 mm
Width: 157 mm
Thickness: 24 mm
Weight
699 gr
ISBN-13
978-1-55542-153-3 (9781555421533)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
DANA GAINES ROBINSON is president and founder of the consulting firm Partners in Change, Inc. JAMES C. ROBINSON is chairman of the consulting firm Partners in Change, Inc. Before becoming consultants, both authors managed the training function for major corporations.
Content
Part One: Moving from Activity Training to Impact Training .
1. The Training-for-Activity Trap.
2. The Training-for-Impact Approach.
Part Two: Creating Strategic Partnerships with Management.
3. Identifying Business Needs and Clients.
4. Forming a Collaborative Relationship with Clients.
5. Conducting Initial Project Meetings.
Part Three: Diagnosing Organizational Needs and Making TrainingDecisions.
6. Assessing Performance Effectiveness.
7. Analyzing Causes of Performance Gaps.
8. Tabulating, Interpreting, and Reporting Results toClients.
Part Four: Building Evaluation and Tracking Systems into TrainingPrograms.
9. Participant Reactions: Going Beyond "Smile Sheets".
10. Participant Learning: Assessing Development of Knowledge andSkills.
11. Behavioral Results: Evaluating Transfer of Learning to theJob.
12. Nonobservable Results: Identifying Changes in Values, Beliefs,and Cognitive Skills.
13. Operational Results: Measuring Impact on the Business.
Part Five: Using the Training-for-Impact Approach.
14. How and Where to Begin.
1. The Training-for-Activity Trap.
2. The Training-for-Impact Approach.
Part Two: Creating Strategic Partnerships with Management.
3. Identifying Business Needs and Clients.
4. Forming a Collaborative Relationship with Clients.
5. Conducting Initial Project Meetings.
Part Three: Diagnosing Organizational Needs and Making TrainingDecisions.
6. Assessing Performance Effectiveness.
7. Analyzing Causes of Performance Gaps.
8. Tabulating, Interpreting, and Reporting Results toClients.
Part Four: Building Evaluation and Tracking Systems into TrainingPrograms.
9. Participant Reactions: Going Beyond "Smile Sheets".
10. Participant Learning: Assessing Development of Knowledge andSkills.
11. Behavioral Results: Evaluating Transfer of Learning to theJob.
12. Nonobservable Results: Identifying Changes in Values, Beliefs,and Cognitive Skills.
13. Operational Results: Measuring Impact on the Business.
Part Five: Using the Training-for-Impact Approach.
14. How and Where to Begin.