Systematic Performance Improvement--Refining the Space Between Learning and Results

Systematic Performance Improvement--Refining the Space Between Learning and Results

Summary:

This article addresses what the relationships between learning, job performance and organizational results are and how performance improvement can be linked to training, how improvement can be measured, and if training adds value to the organization. Furthermore, the article identifies what the organizational decision makers are hoping to achieve through training and what information the trainers are relaying isn't compatible, therefore hindering the effectiveness of the desired result for the company's bottom line. It is important that training, trainee performance, and organizational impact be identified and more focused. (Burrow & Berardinelli, 2003)

Furthermore, recognizing the political agenda of an organization, its key players and how it affects training and learning are important elements to be incorporated as well in order that success be acheived. (Kim)

Historical view of training evaluation

Organizations are recognizing that utilizing training to improving performance and productivity is an investment of time and money and want to be assured that as a business they receive the intended return on that investment. In the past, training was managed by keeping a tally of courses offered and the number of employees that attended mistakenly assuming participation alone equaled improvement. The reality is that effective training is not based on a head count or learner interest and motivation, though it is a positive factor in the overall results, rather a focus on specific elements identified as key components to improvement. Many participants attend training out of obligation or as a trivial step in advancement without receiving the knowledge whether it was beneficial or not. (Burrow & Berardinelli, 2003)

It is important to also recognize that the agendas of the individual decision makers, while consistent with the business goals, can often...