“I’m happy that we are cooperating with OGI Europe. They are very professional, and their trainers like Peter Cheverton and Jan Paul Van Der Velde are very skilled in our chemical industry, they are really adding value to our company.”
Gwendolyn Van Hooft
Senior HR Manager EMEA, INEOS Styrolution
Return on Investment
Most of the time, organisations shy away from attempts to measure training programs’ results because of the time investment required. Whenever we are invited to support organisations, we are delighted to do so in order to demonstrate the value of our work together with internal consultants. Our approach (based on Kirkpatrick’s Four Levels Methodology) remains to this day the best we’ve seen in evaluating L&D effectiveness.
The degree to which participants find the training favorable, engaging and relevant to their jobs; there are three basic dimensions measured in terms of “immediate reaction” of participants to the program, (measured using a questionnaire administered right after each component of the program).
The degree to which participants acquire the intended knowledge, skills, attitude, confidence and commitment based on their participation in the training. The five dimensions we used in this measurement (pre- versus post- learning experiences changes).
The degree to which participants apply what they learned during training when they are back on the job; the two dimensions measured at this level (using pre- and post- learning experiences tests and interviews).
The degree to which targeted outcomes occur as a result of the training and the support and accountability package; we measure two types of indicators at this level.
Surveys, questionnaires, interviews, test performance, simulations and observations are used to collect data. The most important part of this process, however, is involving business leaders in discussions that allow us to isolate the training effects on the business outcomes (as they are the only ones who know what else might have had an effect on performance). While using control groups and trend lines are valuable alternatives to managers’ educated estimations, these options are sometimes impossible or unethical to apply.
