New Supervisor Training
Helping new and experienced supervisors make the transition from individual contributor to leader, this practical guide shares a wealth of experience aimed at the realities of becoming and succeeding as a new supervisor.
TABLE OF CONTENTS New Supervisor Training
Chapter 5: Evaluating and Improving New Supervisor Training
Evaluations of training benefit both trainers and client organizations. Failing to evaluate training is like hitting golf balls into a fog: you know they land, but you don't know where. They may all be out of bounds, or they could be in the centre of the fairway. Until you search for evidence, you are left to guess and hope.
Why Bother Evaluating?
There are three major reasons to evaluate the training you design and deliver to new supervisors:
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Training outcomes ought to be aligned with the developmental needs you have assessed. Evaluation is the only way to find out if your training has delivered on the present needs of new supervisors in your organization.
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You can most effectively justify the continuation of new supervisor training if you can demonstrate that your training hits the mark. Evaluation enables you to answer the following questions:
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Did they like it?
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Did they learn from it?
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Did they use it?
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Did it pay off?
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Evaluation is necessary for implementing a scientific approach to improving the design and delivery of your training. Most total quality programmes emphasize making data-based business decisions. Carefully evaluating your training ensures that the continuous improvement of your work is based on real information, not merely hunches or anecdotal evidence.
The Classic Levels of Training Evaluation
Donald Kirkpatrick (1996) developed a famous model of training evaluation that guides the practice of measuring the outcomes of training in many countries. His model consists of four levels that range from the relatively simple...
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