Linking Learning and Performance: A Practical Guide to Measuring Learning and On-the-Job Application
Provides a step-by-step approach for developing learning and performance measures and a method for analyzing and reporting results.
TABLE OF CONTENTS Linking Learning and Performance: A Practical Guide to Measuring Learning and On-the-Job Application
Chapter 10: How to Effectively Present Evaluation Results
No matter how good the evaluation design or how comprehensive the data analysis, if the results are not presented well, the effort (and expense) could be wasted. Even if conclusions and recommendations are logically mapped to the results, if they aren't presented well, they may not be heeded.
The "who, what, where, and how" principle may serve the evaluator well when planning the best way to present evaluation results.
DETERMINE WHO WILL RECEIVE THE REPORT
Combs and Falletta (2000) recommend using the matrix in Table 10-1 to help plan for communicating the results. Establishing feedback mechanisms to assess the effectiveness of the communication later is an interesting example of the evaluator evaluating his or her own effectiveness.
| Audience | Objectives of the Communication | Audience Needs | Political Sensitivities | Content of the Message | Medium | Timing and Sequencing | Feedback Mechanism |
|---|---|---|---|---|---|---|---|
| Executives/Business Owners | |||||||
| Senior Managers | |||||||
| Individuals Directly Affected by the Intervention | |||||||
| Individuals Indirectly Affected by the Intervention |
If the audience is made up of company executives or senior managers who are interested in the extent to which the business objectives have been met, the evaluation report should be brief and to the point. If the audience includes those who work with the program participants, they will most likely be interested in the extent to which the performance objectives have been...
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