The following dimensions for effective reaction evaluations as a tool in training program evaluations are described: program objective(s)/content; program materials; delivery methods/technologies; instructor/facilitator; instructional activities; program time/length; training environment; planned action/transfer expectation;…

Presents an evaluation/development method for achieving customer-driven improvement in organizations. Describes the steps to external and internal "mirror analysis," a process for determining if the organization functions as a mirror of customers' needs and expectations. Twelve figures illustrate factors in the process. (AEF)

Performance improvement practitioners can be stymied to solve clients' problems. Clients may fail to recognize problems, would rather address symptoms than root causes and practitioners unable to convince clients to institute a meaningful solution. Practitioner can use internally developed data to build a case for action, create a clear vision of…

Human performance technology is a collection of techniques for evaluating and designing human performance systems. It isn't a philosophy, a moral imperative, or a way of life. When technologists promote as more than what it is, they jeopardize their credibility and distort their own roles as performance engineers. (Author)

Examines the role of training for improving the performance of people in ways that both they and their organizations value, focusing on what the true worth of training is and can be. Proposes a model for calculating return-on-investment (ROI) in training. Presents a case study of its application within an operational context at a bank. (Contains…

Recent work with automotive e-commerce clients led to the development of a performance analysis methodology called the Seven Performance Drivers, including: standards, incentives, capacity, knowledge and skill, measurement, feedback, and analysis. This methodology has been highly effective in introducing and implementing performance improvement.…

There are a number of problems posed by employee evaluation, and professional development often suffers from similar issues. Suppose employee evaluation and professional development were intertwined in a collaborative and evolving relationship, and both components were brought to bear on linking individual and company goals. The answer is the…