Recessionary times tend to polarize opinions about employee training. On the one hand some managers see training budgets as the first target when “trimming the fat”. Others view training as a vital core activity that must be preserved. Most managers would agree, however, that all training needs to be cost effective.

Thanks to the internet there are more training delivery options than ever before. Some examples of newer ones are:

• “Just-in-time” (JIT) on-line training modules delivered through hand held devices such as a Blackberry. This training can be available anytime, anywhere, on a JIT basis.
• Synchronous instructor led on-line training sessions. This approach uses on-line services such as Net Meeting or WebEx to create a virtual classrooms held in real time. This enables the instructor to respond to questions from the participants just like in a conventional classroom.
• Blended on-ground /on-line training programs. These programs combine the convenience and cost effectiveness of on-line delivery with a classroom based element which enables participants to practice the skills under the instructor’s supervision.

So how do you decide which route to take with trimming, maintaining, or even increasing the training budget? The following are four key questions to ask about training to determine its effectiveness:

Question 1: Do participants like the training? If people come away from the training complaining about the instructor or the room set-up, or whatever, chances are they have not learned very much. The answer to this question can be measured through the course evaluation form filled in by participants at the end of the training course.

Question 2: Did participants learn anything? Pretty basic question you might think, but many training hours are wasted by poor instructional design. A way to find the answer to this question is to administer assessments, tests, or quizzes linked to the course learning objectives.

Question 3: Did participants apply the knowledge or skills they learned? This is where many training evaluation programs break down. There is often little follow-up to see if people have changed the way they do things as a result of the training. This question can be answered through a survey sent to participants and their supervisors a month or so after completion of the training.

Question 4: Did the training make a difference to individual or organizational performance? This is the most difficult question to answer. Assessing the factors that drive results can be complicated as there are so many variables involved (e.g. market conditions, training, competitor activities, sheer luck, etc.). To answer this question accurately it may be best to look at the impact of training on a project by project basis to determine the role that training played in the overall project success.

Making informed and thoughtful decisions on training is important to avoid “throwing out the baby with the bathwater” when trimming training budgets. In this regard, the above four questions can provide a useful analytical framework for manager’s to determine the best way forward for training in their organization.

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