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Payoffs from Training and Development
Evaluating effectiveness is particularly challenging when the targeted outcomes involve softer skills such as improved collaboration, decision making, innovativeness, and the ability to think strategically-common learning objectives in many leadership development programs. It can be difficult to assign a hard-dollar value to such skills or to show a correlation between the learning initiative and the acquisition of the targeted skills.
It is also often a struggle to find the time to follow up appropriately after the program has occurred (a step that is important in determining long-term impact and transfer of learning). Additionally, if the post-program evaluation process and measures were not carefully planned at the program development stage, such post-mortem evaluation may lack a budget and adequate support (Bennington & Laffoley, 2012).
The arguments for evaluation of training are compelling, including validating it as an improver of performance and profitability; justifying its costs in times of belt-tightening; improving future training design, and to help in selecting the most appropriate training methods for your needs.
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