The second purpose of program evaluations is to measure the extent to which participants' on-the-job behavior changes as a result of training. In order to measure behavioral change, it is necessary to design an evaluation instrument that can be completed by those in position to observe the participants when on the job. Supervisors, peer or associates, direct reports and/or customers can provide objective evaluations of the participants' behavior on the job. If, for example, a manager's job is defined as getting results through others, then the best source of evaluation is his or her direct reports. Employees can provide their managers with important feedback on the extent to which they feel that effective use of their talents is being made.

Frequently, Sterling Institute works with client organizations to survey the participants' direct reports, peers or customers before their attendance in the seminar. During the seminar, participants complete the survey as a prediction of the way their direct reports, peers or customers responded to it. Then they compare their perceptions with the actual composite responses of those surveyed. This type of feedback provides participants with a profile of how they are perceived by others and enables them to identify the steps they can take to increase their own effectiveness on the job.

Typically, these types of evaluations are made just before the program and then readministered nine to twelve months after the seminar, so that there is enough time for behavioral changes to be accurately and fairly measured. The comparative data of a second evaluation helps participants identify the extent to which they have been successful in improving their styles, practices and skills since participating in the seminar.

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Introduction

Measuring the
Effectiveness
of the Training
Process

Measuring
Participant
Behavioral
Changes

Measuring
Performance
Improvement