The author is increasingly sensitive to the Venn diagram of overlapping expertise in which program evaluation intersects a content area such as public health, urban education, or--in the case of Katherine Hay--international development. Many evaluators practice in these areas of overlap, experts in the evaluation of a specific domain. Given her…

A modification of Donald Kirkpatrick's model suggests use of a training-impact tree to identify variables that could establish links between training and organizational values. Steps include identifying organizational values and practices; identifying skills, knowledge, and attitudes; defining scope and purpose of evaluation; gathering data; and…

Provides a basic formula for calculating the return-on-investment of training: (1) collect evaluation data; (2) isolate effects of training from other factors; (3) convert results to monetary benefits; (4) total costs of training; and (5) compare the benefits with the cost. (JOW)

Discusses the pros and cons of using computer-assisted instruction for training and the difficulty in evaluating various programs. (JOW)

Kirkpatrick reviews his 1959 article presenting his four-level model of evaluation. He suggests that training professionals should evaluate their programs and understanding those four levels is a good start. The text of the original article is included. (JOW)

Traditional program evaluation methods are expensive in terms of time and money. An alternative is auditing, a process that produces an official accounting and verification, often by third-party evaluators. Auditing relies on samples that are critical to the organization and its decision makers. (JOW)

Parsons describes benefits and limitations of using financial analysis tools to evaluate human resource development programs, suggesting the additional dimension of values. Brinkerhoff's reaction emphasizes the flaws of impact evaluation, suggesting ways to reframe training evaluation. (SK)

More effective evaluation of training requires an integrated approach and an appropriate organizational culture that recognizes the value of evaluation and links it to organizational objectives. (SK)

PPG's training department enhanced its value to the organization by getting closer to its internal customer and helping them build the competencies needed to meet business goals. Techniques included the training, development, and education process model and a professional development sourcebook clarifying competencies and activities for acquiring…

Presents a framework for planning, designing, conducting, and implementing training program evaluations. Identifies pitfalls, evaluation criteria, resources, and constraints. (SK)

Discusses the application of objective evaluation criteria to training programs. Suggests evaluating a presentation by asking: What is the speaker's goal? Does the delivery achieve it? What information is superfluous? What information undermines the goal? and What tactics are being used to engage listeners? (JOW)

Discusses how trainers can ensure that the monetary value of training results exceeds the cost of training. Describes how training programs at LensCrafters, Sears, and Apple have increased their return on investment. (JOW)

Key issues in planning and executing a training evaluation are (1) what is the purpose of the evaluation, (2) which aspects of the learning process are to be evaluated, and (3) what evaluation techniques are appropriate. (SK)

As companies devote more resources to training, the need for valid information about the return on investment increases. (JOW)

Describes a training-evaluation method that assesses whether participants remember what they were supposed to have learned and know how to apply it on the job. (Author)