Implementing the training effectiveness measurement program in the VUB Bank
THE BUSINESS CHALLENGE
Employing over 4000 employees, the VUB Bank, had faced a long-term effort to decrease costs and prove effectiveness of the invested financial means. The HR training and development department could not disregard this trend either. Since DEVELOR has cooperated with the bank in the past to improve the level of HR specialists and shift their skills to the role of internal consultants and business partners, they approached us with a task to establish a methodology for measuring the effectiveness of the invested training resources.
In 2011 the top management has set the priority to create and implement a system for measuring the effectiveness of the invested training resources.
Mobiltel has become a supplier with convergences strategy. Key elements in it are strong customer centric approach along with innovation and technology edge over the competitors.
HR DEPARTMENT PRIORITIES
The HR department consequently defined its own priorities:
- To gain control over the budget effectiveness invested into external development; in the beginning especially to the hard skills trainings that represent 31% of the overall volume
- To create a methodology for measuring effectiveness of the invested training resources to be able to present the Board with a concrete number
- To reinforce the take-over of the responsibility for employees’ development by managers, who have the greatest impact not only when defining the training needs, but mainly when supporting application of the newly acquired knowledge and skills on the job that should bring the expected business results
KIRKPATRICK IS THE ANSWER
In 2009 DEVELOR has started to cooperate with Kirkpatrick Partners as an exclusive distributor of their Business Partnership model. Our consultants have successfully completed the Kirkpatrick Four Levels TM program certification. Based on this and their know-how they have trained the HR department of the VUB Bank to utilize the Kirkpatrick model internally.
“I SEE THE BENEFIT OF MEASURING THE TRAINING EFFECTIVENESS ON TWO LEVELS:
1) FIRSTLY IT IS THE PRACTICAL LEVEL, WHEN WE, THANKS TO DEFINING AND EVALUATING EXPECTATIONS FROM A PARTICULAR TRAINING, PRACTICALLY INCREASE THE LEVEL OF UTILIZATION OF THE INVESTED TRAINING RESOURCES – IT HELPS US TO PRIORITIZE THE TRAINING REQUESTS.
2) WE CAN ARGUE BETTER WHEN PROMOTING DEVELOPMENT ACTIVITIES AND WE CAN REFER TO THE CONNECTION BETWEEN TRAININGS AND BUSINESS RESULTS OF THE BANK, BE IT IN SUPPORTIVE OR BUSINESS AREAS. SURELY IT IS MORE WORK FOR BOTH THE TRAINING & DEVELOPMENT DEPARTMENT AND THE MANAGERS, BUT NOTHING IS FOR FREE. THE SET SYSTEM IS NOT PERFECT, THERE ARE STILL THINGS TO BE IMPROVED AND SIMPLIFIED, TO MAKE IT EASIER FOR MANAGERS.”
Project Preparation And Measurement
ROLE OF THE BOARD IN THE PROJECT
The fact that the Board perceived creating and implementing of such system as a great priority has really helped the success of the project. It provided the project with sufficient importance and created commitment for the managers. Without it we could face the risk that the managers would deem the project-related activities a useless bureaucracy and would not consider the requests as mandatory.
FORMING THE ATTITUDE OF MANAGERS
Another prerequisite for successful functioning of the system was to organize workshops for the managers. The goal was to create a positive attitude towards work with the system and to understand their role as managers, whose task is not only to properly identify the development needs of their people, but mainly to appropriately formulate the training expectations; what should employees apply from a particular training on the job and how the success will be evaluated.
METHODOLOGY – DEFINING RETURN OF EXPECTATIONS
The methodology itself was quite simple. The managers should set, in cooperation with their subordinates, development objectives and mark them with priority 1 or 2. Such prioritization should serve as a basis for increasing responsibility for the invested financial means, since trainings with priority 1 were being approved preferentially and only if the budget allowed it, the trainings with priority 2 were authorized.
The form “Training effectiveness evaluation – ROE – Return of Expectations” had been introduced during workshops, to be used by managers when ordering trainings from their training specialists. Simple notes navigated the managers what had to be filled in and how.
Three areas have been defined, to be evaluated in the following order from the most important:
- Results (to which results or business objectives should the training contribute)
- Activities (what are the specific activities of employees proving that they have implemented the training know-how)
- Know-how (what is the specific know-how the employee should acquire and for what purpose)
Thus managers were supposed to define at least one expectation on each level (results, activities, know-how).
The greatest importance was gradually put on the RESULTS level, then ACTIVITIES and the smallest on the KNOW-HOW level. The importance had to be defined at least on the RESULTS level or on the ACTIVITY level. This scaling system has helped managers to become aware of the importance of evaluating individual levels from the viewpoint of the company’s business objectives. Thus it supported the idea of dealing with the company’s business strategy as well as authorization of financial means promoting the strategy in the most direct manner.
METHOD TO MEASURE EFFECTIVENESS
ATTITUDE FORMING WORKSHOPS
Total participation at workshops: 168 managers; maximum 10 participants per group; 22 workshops in duration of 3 hours, lead by HR director and training & development specialists.
The effectiveness of the ROE introduction workhops was measured by the feedback questionnaires.
We checked on the level of understanding and acceptance of the new system (identification with it).
Scale 1 to 5 (5 being the best)
- I understand the ROE methodology and can apply it: 4,7 (out of which 0% for 1 & 2)
- I deem the ROE methodology beneficial to the bank: 3,5 (out of which 10% for 1 & 2)
- The workshop was held professionally and was understandable: 4,8 (out of which 0% for 1 & 2)
The planned training evaluation date: not later than 4 to 6 months after the training
The form contains:
name and personal number of the employee, his/her direct manager, name of the training, date of the training, evaluation date.
When creating the form the greatest effort was put into making it as simple as possible.
Since the company has its own functional Learning Management system – the ROE form was added as an on-line application.
“I PERCEIVE USING ‘KIRKPATRICK’ AS A SUCCESSFULL HANDLING OF A PART OF ‘PANDORA’S BOX’…
…WHICH SOME PEOPLE CONSIDER TO BE THE TRAINING EFFECTIVENESS MEASUREMENT. IT WAS NOT EASY, IT IS NOT EASY, IT WILL NOT BE EASY – BUT WE HAVE THE BASIS AND MOST IMPORTANTLY WE KNOW IT IS FEASIBLE.
DEVELOR HELPED US WITH CLARIFYING ‘KIRKPATRICK’ ITSELF AND WITH FORMING AN ATTITUDE TO MEASURING EFFECTIVENESS – HOW FAR WE CAN GO AND THAT EVERYTHING IS MEASURABLE, AT LEAST ON THE LEVEL OF ACTIVITIES.
WHEN I LOOK BACK, I PERSONALLY ASK MYSELF: IT IS NOT NUCLEAR PHYSICS, WHY THE OTHERS DON’T DO IT… THE QUALITY OF TRAINING SERVICES WOULD IMPROVE (BOTH INTERNAL AND EXTERNAL), SINCE ULTIMATELY ACCEPTING RESPONSIBILITY FOR OUR OWN WORK IS REQUIRED.”[/blockquote3]
The share of individual training types within the whole development system, where the bank managed to measure the invested training resources by means of the Kirkpatrick method (i.e. paid trainings) for 2012.
- Managerial skills 37% – the company has measured this type of trainings by action plans issued after every training, whose fulfillment had been subsequently evaluated. As part of the employee satisfaction surveys it also measures employee engagement that is directly linked to the quality of managers and their skills, i.e. the company measures results (e.g. employee engagement increase by 4%) – to measure the progress it uses the 360° managerial feedback
- Professional skills 31% – ROE forms, effectiveness measured up to the results level
- Sales skills 28% – also handled by action plans issued after every training. Fulfillment of sales plans is monitored as well.
- Legislation 4% – not evaluated by the Kirkpatrick method, since the courses are mandatory
- Language skills 1% – the company invests in these courses just minimally (only Slovak language courses for ex-patriates)
Fulfilment of expectations by evaluation dates:
The total return rate of the evaluations measured up to date is 87.7%
Thanks to the system the HR department could verify that in 95% of the cases employees reasonably and necessarily needed the trainings in order to perform their work and they could prove these claims by probative evidence.
PROGRAM IMPLEMENTATION BENEFITS
- Continuous consultations provided by training & development specialists, making themselves more visible in the eyes of managers, perceiving specialists as important business partners
- Training & development specialists in a more direct contact with strategic objectives of managers
- Continuous system training for new managers by the HR department
- New managers appreciate copying the training history of their people
- Continuous information exchange among managers (when an employee is transferred from one department to another, ROE goes along with him/her
- Continuous system improvement via phone interviews between HR and employees (verifying how their managers brought ROE into their attention, how and whether the expectations and consequent evaluation was defined)
In conclusion we can state that at present we are not aware of another company of a comparable size in Slovakia, which would have such an accomplished training effectiveness measurement system and whose managers would feel to be such an important part of the system.
ჰიბრიდული ოპერაციების მართვა
დატოვეთ ელ-ფოსტა და მიიღეთ უახლესი ელ-წიგნი აპრობირებული რეკომენდაციებით, თუ როგორ მართოთ ჰიბრიდული გუნდი
სტატიები ამ თემაზე
Collaboration, Team Spirit and Cohesion: The Best International PracticesOn February 4th Develor held their regular international webinar RE/Think HR. This time the ...
February 10, 2021
The World of Bite-sized Learning and MicrolearningOur accelerating world is affecting many areas of our lives, and our learning habits are ...
January 27, 2021
Synchronous or Asynchronous – The Time Dimension of Blended LearningLearn what elements of Blended Learning are at disposal and what challenges stem from the ...
January 22, 2021
Effective Training or Hope for the Best?Discover why and how we help you move from failing standalone training to measurable development ...
December 4, 2020
DEVELOR Agile Solutions PackageThe world is complex. The right and wrong is unclear. Stability doesn’t exist. ...
November 4, 2020
Lesson Learnt: Go hybrid in a smart wayBecome the best remote teammate there is! Mind these important basics that will bring better ...
October 8, 2020
Lesson Learnt: Drive wellbeing to avoid burn outBecome the best remote teammate there is! Mind these important basics that will bring better ...
October 1, 2020
Team collaboration in remote setupBecome the best remote teammate there is! Mind these important basics that will bring better ...
April 16, 2020
THE 9-MINUTE (HOME) OFFICE GYMNASTICSEasy to follow instruction for your hourly stretch. Keep moving whether at the office or ...
April 9, 2020
7 rules for home office successSimple, straightforward and highly actionable ways how to become an efficient home worker. Dive in.
April 1, 2020
6 tips for leading home office workersBest practices from our trainers and consultants
March 31, 2020
DEVELOR International – UAE Academy Partnership AgreementThe partnership with one of the largest players of the GCC education scene will strengthen ...
February 27, 2020
Employee Experience Battlefield Guide: Trends vs Burning IssuesThe fight for success is tough. The battlefield is always changing. It is of great ...
May 16, 2019
Employee Experience Battlefield Guide: Recruitment & InductionIt is a tough fight out there to attract, retain and engage people. On the ...
April 10, 2019
15 groups in 7 languages under one roof!Having an internationally operating large company is a great success and responsibility. In Europe, it ...
February 6, 2019
The Fifth Rule of Employer Branding: Branding Walks with ExperienceThe common misinterpretation of employer branding is that this is an external communication initiative approaching ...
November 29, 2018
The Fourth Rule of Employer BrandingEmployee persona and EMPLOYEE VALUE PROPOSITION CANNOT BE BUILT ON ASSUMPTIONS. These are the most ...
November 27, 2018
The Third Rule of Employer BrandingThe core of any successful employer branding initiatives is the proper EMPLOYEE PERSONA DEFINITION. The ...
November 20, 2018
The Second Rule of Employer BrandingWhat project goals and related KPIs do we define? Do we need KPIs at all? ...
November 13, 2018
The First Rule of Employer BrandingWe experienced many times that even those C-suite executives who faced with constant labour force ...
November 7, 2018
A peek under the organizational skinHOW DOES A CORPORATE X-RAY LOOK LIKE? Zoltan Szabo, our trainer, consultant and coach in ...
October 24, 2018
How to manage complexity of engagementDOES AN ENGAGEMENT PROCESS EXIST? Martina Georgievova, senior trainer and consultant of DEVELOR brings ...
June 26, 2018
Double down on visualizationIn the past fourteen days we’ve organised two interesting events related to visual recording. ...
June 19, 2018
Train Your Talents to Make Them Win for YouWhile most of labor markets in Europe are facing serious challenges, businesses appear to struggle ...
November 21, 2017
Financial Service Provider Case StudyLeading Change – How to change the way of working of thousands? Transformation of a bank ...
November 9, 2017
Engage Your Talents and Generate Hard CashThe 2,892% return on investment talent case DEVELOR has recently conducted a talent management program with ...
November 7, 2017
Reinventing the Wheel?No wonder that identifying talents within a corporation has become very important, if not crucial, ...
October 25, 2017
Who are You? Talent, High Potential or a Key Employee?With the constantly emerging popularity of talent program it is well worth tidying up some ...
October 25, 2017
Introduction of the new training and organizational development programs in Azerbaijan 2017Develor is on the verge of bringing new training and organizational development solutions to Azerbaijan ...
May 31, 2017
SAFETY AWARENESS program for B/S/H Home AppliancesSafety Awareness program for employees’ development was delivered in March 2017 for our customer, BSH Home ...
April 25, 2017
HVG – Seminar about Motivation 3.0“The glory is being happy. The glory is not winning here or winning there. The ...
February 28, 2017
Customer Experience Survey Finds Gaps in ImplementationWhile research shows companies, and even customers, appreciate the need for a better experience, few ...
September 2, 2016
HOLISTIC APPROACH IMPROVES CUSTOMER EXPERIENCEExperts say improving a client’s emotional attachment to a product or service means paying ...
September 1, 2016
Customer experience pros promote perceptionsDevelor, an international consultant specializing in customer experience, and other experts who attended the firm’...
April 27, 2016
Global trends disrupt training industryThere are some megatrends – like the digital world, social networks and artificial intelligence – which generate ...
October 26, 2015
Companies’ maturity levels 5 and 6In the previous blog we discussed the maturity of companies from perspective of education on ...
October 16, 2015
Companies’ maturity levels 3 and 4In the previous blog we discussed the maturity of companies from perspective of education on ...
October 14, 2015
Companies’ maturity levels 1 and 2Why the 4-level Kirkpatrick model works in some companies but does not in others explains ...
September 29, 2015
Best CX Project of 2014 AwardsOn 4 March 2015 in the frame of DEVELOR’s International Customer Experience Conference, we handed over ...
March 24, 2015
The common denominator of success is the satisfied customerDEVELOR organized the first International Customer Experience Conference of the EMEA region with great success ...
March 20, 2015
The Leaders of Customer ExperienceIt is indisputable that customer experience is like an express train, which we either hop ...
October 10, 2014
Task & Time ManagementThe newly designed Professional Task and Time Management course is now available in all Develor ...
February 17, 2014
Be the lead character of your presentation and don’t let your audience to read themselves to boredom!Planning professional presentations! Not long ago, during the preparation of a presentation with a top ...
September 25, 2013
Safety Awareness portfolio is full and available in all countriesThe success and popularity of the Safety Awareness and Safety Leadership courses is the immediate ...
August 29, 2013
Mobiltel Case StudyLoyal customers in turbulent times? No problem! Mobiltel is the biggest of the Bulgarian mobile ...
July 24, 2013
Vodafone Case StudyHOW TO TURN TRAINING INTO HUGE KPI GROWTH THE VODAFONE CASE THE BUSINESS SITUATION Vodafone ...
July 8, 2013
Sony Case StudyDeveloping Sony’s Regional Talent Pipeline Measurable Results of a Leadership Academy The business challenge ...
July 1, 2013
Profilplast Case StudyGrowth in time of crisis? Not a problem! Profiplast Ltd. was established in 1989 partly by ...
July 1, 2013
Hotel Hilton Case StudyLittle things make a huge difference at Hilton Hotel Hilton Budapest is known as one ...
July 1, 2013