Telling Training’s Story: Evaluation Made Simple, Credible, and Effective

Preface Acknowledgments Part 1 Chapter One Getting to the Heart of Training Impact Can We “Prove” Training Impact? Chapter Two How the Success Case Method Works: Two Basic Steps Training Evaluation Realities The Success Case Method: Step by Step Chapter Three Success Case Method Strategy—Building Organizational Learning Capacity The Determinants of Training Impact Learning Alone Is Insufficient Risks of the Common Training Evaluation Strategy An Evaluation Strategy for Building Organizational Learning Competence A Fundamental Shift in Focus Redefining the Evaluation Process Implementing the Strategy to Drive Change Chapter Four Focusing and Planning a Success Case Method Study 1. Clarifying the Purpose of the SCM Study 2. Meet with and Discuss the Study with Key Stakeholders 3. Define the Program That Is to Be Studied 4. Define the Population of Participants to Be Studied, and Identify Any Needed Sampling Parameters 5. How Soon After the Training to Conduct the Survey 6. Establishing a Schedule for the Study 7. Specify and Confirm the Resources Available for the Study 8. Finalize the Success Case Strategy Chapter Five Constructing a Simple Training Impact Model Elements of the Impact Model Constructing an Impact Model Chapter Six Fishing for Success Conducting the SCM Survey Defining the Survey Step Conducting the SCM Survey Chapter Seven Sorting the “Catch”—Analyzing Survey Results Scoring and Sorting the Survey Response Choosing Interviewee Candidates Analyzing Data to Estimate Nature and Scope of Impact Chapter Eight Digging Out and Telling the Stories— the SCM Interviews Resolving Causal Questions The SCM Interview Structure Preparing for the Interviews Chapter Nine Drawing Compelling Conclusions The Eight Major SCM Conclusions Conclusion Type One: What, If Any, Impact Was Achieved? Conclusion Type Two: How Widespread Is Success? Summary of Final Conclusions Conclusion Type Three: Did the Training Work Better in Some Parts of the Organization, or with Some Types of Participants, Better than Others? Conclusion Type Four: Were Some Parts of the Training More Successfully Applied than Others? Conclusion Type 5: What Systemic Factors Were Associated with Success and a Lack of Success? Conclusion Type Six: What Is the Value of Outcomes Achieved? Conclusion Type Seven: What Is the Unrealized Value of the Training? Conclusion Type Eight: How Do the Benefits of the Training Compare with the Costs? Part 2 Chapter Ten Sales Training at Grundfos The Setting Purposes of the SCM Study Organizing the Study Challenges and Constraints The SCM Chronology The Impact Model Survey Actions After the SCM Study Chapter Eleven Service Technician Training at the Compaq Computer Corporation Other Important Factors Preparing for the Evaluation Evaluation Results The Rest of the Story Chapter Twelve Coaching and Training at Coffee Bean and Tea Leaf The Business Scenario The Training Intervention The Evaluation Purpose SCM Study Procedures Survey Results Interview Results Recommendations Challenges and Lessons Learned Chapter Thirteen Executive Development at Allstate Insurance Evaluation Purposes The Evaluation Process Challenges and Constraints Results Conclusions Recommendations Lessons Learned References Success Case Method Assistance and Resources Index About the Author About Berrett-Koehler Publishers