
Telling Training's Story
Description
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Content
- Intro
- Contents
- Preface
- Acknowledgements
- Part 1
- Chapter One: Getting to the Heart of Training Impact
- Can We "Prove" Training Impact?
- Chapter Two: How the Success Case Method Works: Two Basic Steps
- Training Evaluation Realities
- The Success Case Method: Step by Step
- Chapter Three: Success Case Method Strategy-Building Organizational Learning Capacity
- The Determinants of Training Impact
- Learning Alone Is Insufficient
- Risks of the Common Training Evaluation Strategy
- An Evaluation Strategy for Building Organizational Learning Competence
- A Fundamental Shift in Focus
- Redefining the Evaluation Process
- Implementing the Strategy to Drive Change
- Chapter Four: Focusing and Planning a Success Case Method Study
- 1. Clarifying the Purpose of the SCM Study
- 2. Meet with and Discuss the Study with Key Stakeholders
- 3. Define the Program That Is to Be Studied
- 4. Define the Population of Participants to Be Studied, and Identify Any Needed Sampling Parameters
- 5. How Soon After the Training to Conduct the Survey
- 6. Establishing a Schedule for the Study
- 7. Specify and Confirm the Resources Available for the Study
- 8. Finalize the Success Case Strategy
- Chapter Five: Constructing a Simple Training Impact Model
- Elements of the Impact Model
- Constructing an Impact Model
- Chapter Six: Fishing for Success Conducting the SCM Survey
- Defining the Survey Step
- Conducting the SCM Survey
- Chapter Seven: Sorting the "Catch"-Analyzing Survey Results
- Scoring and Sorting the Survey Response
- Choosing Interviewee Candidates
- Analyzing Data to Estimate Nature and Scope of Impact
- Chapter Eight: Digging Out and Telling the Stories-the SCM Interviews
- Resolving Causal Questions
- The SCM Interview Structure
- Preparing for the Interviews
- Chapter Nine: Drawing Compelling Conclusions
- The Eight Major SCM Conclusions
- Conclusion Type One: What, If Any, Impact Was Achieved?
- Conclusion Type Two: How Widespread Is Success?
- Summary of Final Conclusions
- Conclusion Type Three: Did the Training Work Better in Some Parts of the Organization, or with Some Types of Participants, Better than Others?
- Conclusion Type Four: Were Some Parts of the Training More Successfully Applied than Others?
- Conclusion Type 5: What Systemic Factors Were Associated with Success and a Lack of Success?
- Conclusion Type Six: What Is the Value of Outcomes Achieved?
- Conclusion Type Seven: What Is the Unrealized Value of the Training?
- Conclusion Type Eight: How Do the Benefits of the Training Compare with the Costs?
- Part II
- Chapter Ten: Sales Training at Grundfos
- The Setting
- Purposes of the SCM Study
- Organizing the Study
- Challenges and Constraints
- The SCM Chronology
- The Impact Model
- Survey
- Actions After the SCM Study
- Chapter Eleven: Service Technician Training at the Compaq Computer Corporation
- Other Important Factors
- Preparing for the Evaluation
- Evaluation Results
- The Rest of the Story
- Chapter Twelve: Coaching and Training at Coffee Bean and Tea Leaf®
- The Business Scenario
- The Training Intervention
- The Evaluation Purpose
- SCM Study Procedures
- Survey Results
- Interview Results
- Recommendations
- Challenges and Lessons Learned
- Chapter Thirteen: Executive Development at Allstate Insurance
- Evaluation Purposes
- The Evaluation Process
- Challenges and Constraints
- Results
- Conclusions
- Recommendations
- Lessons Learned
- References
- Success Case Method Assistance and Resources
- Index
- A
- B
- C
- D
- E
- F
- G
- H
- I
- J
- K
- L
- M
- N
- O
- P
- Q
- R
- S
- T
- U
- V
- W
- Y
- Z
- About the Author
- About Berrett-Koehler Publishers
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