Collaborative Planning For Training Impact

Front 1

Training professionals

Back 1

are redefining themselves as broad-based change agents and performance improvement consultants

Front 2

Training has some issues

Back 2

Lack of validity and reliablity. Don't go back an measure the impact

Front 3

Training not 'sitting at the table"

Back 3

training professionals perceive that they are not consulted in planning strategic initiatives, making it both difficult to provide performance support for the initiatives and to be perceived as a valued partner in strate- gic planning.

Front 4

etting a “seat at the table” means

Back 4

training needs to tie training investments to defined business objectives.

Front 5

Guideline: Develop a theory of impact.

Back 5

Goal: Link evaluation and measurement to unique capabilities and/or strategic initiatives of the organization.

Front 6

Reframe the point of evaluation from proof to evidence.

Back 6

Establish reasonable expectations from decision makers about the type of evidence that will demonstrate training success.

Front 7

Isolate the effects of training

Back 7

Eliminate or reduce counterarguments to claims that training is effective

Front 8

Establish accountability for training.

Back 8

Improve the impact of training on individual and organizational effectiveness by involving all organizational members in the planning of training.