How to evaluate the impact of Leadership Development & Training
How to evaluate the impact of Leadership Development & Training
by Mark Evenden
In the late 1950's, Kirkpatrick outlined four levels of training evaluation. His evaluation system consisted of four types of measures:
* Reactions liking or feelings for a programme'.
* Learning principles, facts etc absorbed by the participants'.
* Behaviour using learning on the job'.
* Results increased production, reduced cost's etc'.
While a number of developments in evaluation have been made during the past 50 years, the basic tenets of Kirkpatrick's work still remain. Ultimately the "acid test" of an investment in leadership training and development is the results it produces. Similarly, no organisation would invest in a new product or service if they thought that it would fail!
As with the evaluation of any investment, it must begin at the start, i.e. at the design stage of a the leadership development programme. For example, the organisation needs to be clear about:
* What is the purpose of the leadership development programme?
* What issues is the organisation struggling to resolve?
* What does the organisation wish to see differently from its leaders, in terms of performance and behaviour?
Each of these areas needs to be broken down. Does the organisation wish to:
* Increase profits?
* Increase productivity of staff?
* Reduced mistakes/quality problems?
* Increased sales or market share?
* Improve engagement and reduce staff turnover.
By setting out the outcomes expected form the leadership development programme the case for investment and the task of evaluation are much easier.
Building on the principles of Kirkpatrick's model of training evaluation, the impact a programme has on individual leaders, their teams and ultimately the organisation can be assessed in a number of ways.
* Individual The impact the leadership development has had on the individuals performance and behaviour can be measured via achievement of personal targets (e.g. cost reductions, sales increases etc) as well as observations from their manager or via 360? feedback appraisals.
* Team The impact the programme has had on the leaders' team can be measured via achievement of team targets and performance measures (e.g. customer satisfaction, absence rates etc) as well as observations on team behaviour from external/internal feedback surveys.
* Organisation Ultimately the impact the leadership development programme has on the organisation can be assessed via the organisations own metrics (profitability, sales growth, market share etc) as well as internal employee satisfaction and engagement surveys.
It is vital that organisations assess the impact their leadership development programmes to ensure that the investment they make pays off. To achieve this, the purpose and outcomes of the programme must be clearly defined and methods of monitoring set up to collect the relevant data at an individual, team and organisational level before the programme starts.
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