It was seen that the outbound activities brought great trust among members, openness, & people were more approachable.
It increase the team cohesion, at an individual level, employees who underwent the training programs around 87% of people felt they had a new and refreshing experience.
Read till the end to get an idea of how the outbound learning helps….
The most elementary reason for providing learning and development opportunities is to ensure that an employee is able to carry out their current role which would be in sync to the organizations goal and objectives. Organizations believe that adding value to an employee, will benefit in having skilled and knowledgeable employees.
Organizations which are keen to increase their productivity, efficiency and profitability will look to move beyond obligatory and traditional training methods and look at more diverse and innovative learning and development practices which will enable the employees to capitalize on their potential and prove to be a valuable resource for the organization.
Learning activities can be a source where employees gain new knowledge and skills. Which provides a strong argument for organization to invest in their employees so that they can benefit and differentiate themselves from their competitors.
What do we mean by Evaluation of learning and development?
Training evaluation can be described as a systematic process of collecting and analyzing information for and about a training program which can be used for planning and influencing decision making as well as assessing the relevance, effectiveness and the impact of various training components.
The evaluation of training is the systematic and impartial collection of data for managers and all other interested parties. This information equips them to particular training measures as a way of achieving organizational objectives, implementing policy and promoting organizational learning.
The importance of evaluating learning and development activities
Mann States “with the huge investment in developing training strategies, the question is no longer “should we train” but rather “is the training worthwhile and effective?”
For the Organization:
- To help make decisions about what interventions should be duplicated in the future.
- To establish the value that interventions bring to the organization
- As part of business efficiency considerations
- To reinforce the importance of an evaluation process when testing new programs for employees
- To assist in determining who should attend training programs
Evaluation provides employees with the opportunity to give feedback to their trainers; Individuals can also benefit from the evaluation process if feedback is acted upon for the benefit of the program.
Evaluation data may be used as a performance indicator which justifies the presence of a training department and invest in trainers. Independent trainers may also depend on their feedback to gain future business and to engage with potential new clients as an indicator of the quality of their provision and delivery.
The purpose of evaluation:
APSC provide a simple overview of the purpose of evaluation and state that it has the following four objectives.
- Assess if proposed learning objective have been met
- Continuous enhancement of learning interventions
- Assess whether resources are used judiciously
- Assess the value for money of the learning interventions
- Linking learning, development and evaluation to business strategy
Learning can provide a crucial link between an organization’s human resource strategy and overall business strategy by ensuring that the organization’s employees have the relevant skills and knowledge needed to be able to execute the HR Strategy. As strategies are updated it will be necessary to review the learning and development process and therefore an ongoing dialogue is needed between those responsible for learning and senior management.
Models of Evaluation:
The Kirkpatrick model
In the 1960’s Donald Kirkpatrick wrote a series of articles on evaluation where he identified four stages. Despite its age, Kirkpatrick’s model continues to be used in contemporary research. Kirkpatrick divided the evaluation process into four segments or stages as shown below.
||How do the participants feel about the program they attended?
||To what extent have the trainees learned the information and skills?
|Stage Three- Behavior
||To what extent has their job behavior changed as a result of attending the training program?
||To what extent have results been affected by the training program?
The CIRO model focuses on three questions as shown below figure 2 and the main difference from Kirkpatrick’s model in that it focuses on measurements taken before and after the training has been carried out. Perhaps a key strength of this model is that it takes into account the resources of the organization and their objectives thereby responding to some of the critique this model by highlighting that it does not take behaviors into account they also believe that it is suitable for managerial focused training programmes rather than those that are less specialized and perhaps aimed at people working at lower levels in the organization. The CIRO approach was originally developed be Warr, Bird and Racham.
||What needs to be addressed?
||What is likely to bring about the changes?
||How did the learners react to the training?
||What are immediate, intermediate and ultimate outcomes?
Context evaluation involves collecting information about performance deficiency, assessing that information to establish training needs and on the basis of those findings, setting of objectives. Context of the learning event concerns with procuring and using information about the current functional situation on order to determine training needs and objectives. This evaluation determines if training is needed. During this process three types of objectives may be evaluated.
It concerns with how well the learning intervention was planned, organized, designed and delivered.
It involves determining cost efficiency & cost effectiveness, feasibility and other major inputs are. It involves analyzing the available resources and determining how they can be deployed in order to achieve desired objectives.
Reaction evaluation concerns with obtaining and using information about participants reactions to improve the intervention. The distinguishing feature inputs of participants. This can be helpful when collected and used in systematic and objective manner.
This involves assessing what actually happened as a result of learning event, This can be seen as changes in individual’s knowledge, skills and attitudes, comparing it at the beginning and at the completion of the training. At work place level this can be measured by appraisal, observation, discussion with the manager of learner. This involves identifying changes that take place in team, department or units as a result of learning event. Changes at departmental level may include change in departmental output, costs, clash rates, absenteeism, staff turnover ect.
The Iquest Outdoor Leadership and Adventure Consultants follows some of the above models to evaluate the training programmes . 93% felt their learning projectives from the programme were met. Almost everyone has to say that these kind of event must happern more often .
Post event evaluation from teams that are scattered graphicallyIn one sentence we can say , the team has a better understanding of each other, and the synergy increased .
Post event evaluation from newly merged teams
With people from different team working styles, different team cultures, and different backgrounds coming together as one team , the organization has a goal to get them together and on one platform and move ahead ,
After the Out Bound Learning program we conduct, we found greater amount of trust among members, greater willingness to help each other, and better utility of resources.
Although Post Training evaluation involve cost, and effort, the effort is worth it, and helps the organization in many ways .