Compares fine arts and the art of training design. Suggests ways to design programs creatively to transform people's performance: (1) break the rhythm; (2) combine apples and oranges; (3) get out of order; (4) toy with success; and (5) put on a good show. (JOW)

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)

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)

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…

Provides case studies to look at how one measures return on investment (ROI) in training. Includes a framework for developing ROI and emphasizes the need for a variety of evaluation plans. (JOW)

Outsourcing, a major corporate trend formerly used primarily for information services, is now used for marketing, distribution, maintenance, human resource management, and training. Corning outsourced its training by developing a partnership with CCFL, a nonprofit education and training organization that is a consortium of colleges. (JOW)

Two quick methods for evaluating pilot tests of training programs are (1) group debriefing--directed group discussion with pilot participants; and (2) short surveys directly after specific modules are taught and at the end of the course. (SK)

Measurement planning should be done simultaneously with training design. Clarifying business goals and identifying "stairstep" connections between goals and training suggest what needs to be measured and how. (JOW)

Discusses benchmarking, the continuous process of measuring one's products, services, and practices against those recognized as leaders in that field to identify areas for improvement. Examines ways in which benchmarking can benefit human resources functions. (JOW)

Discusses Donald J. Kirkpatrick's Level 4 evaluation model and how and whether to measure the value of training today. Suggests that a balanced view is needed to measure hard- and soft-skill performance gauges, tangible and intangible benefits, and long- and short-term results. (JOW)

Discusses a four-level model of criteria for evaluating training: learner reactions, learning, job application, and observable business results. Looks at reasons why organizations avoid evaluating business results--they can be difficult, time consuming, intimidating, and used inappropriately. Offers guidelines for effective use of the model. (JOW)

Customized skills assessments can perform a number of functions: help training departments demonstrate their effectiveness; provide a foundation for career development programs; reinforce company values; add feedback from the bottom up for performance evaluation; provide a concentrated focus for customer service improvement; and serve as a…