Telling Training's Story

Table Of Contents

Preface
Acknowledgments

Part 1
Chapter One Getting to the Heart of Training Impact
Can We “Prove” Training Impact?
Chapter Two How the Success Case Method Works: Two Basic Steps
Training Evaluation Realities
The Success Case Method: Step by Step
Chapter Three Success Case Method Strategy—Building Organizational Learning Capacity
The Determinants of Training Impact
Learning Alone Is Insufficient
Risks of the Common Training Evaluation Strategy
An Evaluation Strategy for Building Organizational
Learning Competence A Fundamental Shift in Focus
Redefining the Evaluation Process
Implementing the Strategy to Drive Change
Chapter Four Focusing and Planning a Success Case Method Study
1. Clarifying the Purpose of the SCM Study
2. Meet with and Discuss the Study with Key Stakeholders
3. Define the Program That Is to Be Studied
4. Define the Population of Participants to Be Studied, and Identify Any Needed Sampling Parameters
5. How Soon After the Training to Conduct the Survey
6. Establishing a Schedule for the Study
7. Specify and Confirm the Resources Available for the Study
8. Finalize the Success Case Strategy
Chapter Five Constructing a Simple Training Impact Model
Elements of the Impact Model
Constructing an Impact Model
Chapter Six Fishing for Success Conducting the SCM Survey
Defining the Survey Step
Conducting the SCM Survey
Chapter Seven Sorting the “Catch”—Analyzing Survey Results
Scoring and Sorting the Survey Response
Choosing Interviewee Candidates
Analyzing Data to Estimate Nature and Scope of Impact
Chapter Eight Digging Out and Telling the Stories— the SCM Interviews
Resolving Causal Questions
The SCM Interview Structure
Preparing for the Interviews
Chapter Nine Drawing Compelling Conclusions
The Eight Major SCM Conclusions
Conclusion Type One: What, If Any, Impact Was Achieved?
Conclusion Type Two: How Widespread Is Success?
Summary of Final Conclusions
Conclusion Type Three: Did the Training Work Better in Some Parts of the Organization, or with Some Types of Participants, Better than Others?
Conclusion Type Four: Were Some Parts of the Training More Successfully Applied than Others?
Conclusion Type 5: What Systemic Factors Were Associated with Success and a Lack of Success?
Conclusion Type Six: What Is the Value of Outcomes Achieved?
Conclusion Type Seven: What Is the Unrealized Value of the Training?
Conclusion Type Eight: How Do the Benefits of the Training Compare with the Costs?

Part 2
Chapter Ten Sales Training at Grundfos
The Setting
Purposes of the SCM Study
Organizing the Study
Challenges and Constraints
The SCM Chronology
The Impact Model
Survey
Actions After the SCM Study
Chapter Eleven Service Technician Training at the Compaq Computer Corporation
Other Important Factors
Preparing for the Evaluation
Evaluation Results
The Rest of the Story
Chapter Twelve Coaching and Training at Coffee Bean and Tea Leaf
The Business Scenario
The Training Intervention
The Evaluation Purpose
SCM Study Procedures
Survey Results
Interview Results
Recommendations Challenges and Lessons Learned
Chapter Thirteen Executive Development at Allstate Insurance
Evaluation Purposes
The Evaluation Process
Challenges and Constraints
Results
Conclusions
Recommendations
Lessons Learned
References
Success Case Method Assistance and Resources
Index
About the Author
About Berrett-Koehler Publishers