Evaluating the Effectiveness of Training Employees

Published by MBA Skool Team, Published on September 06, 2016

Training is concerned with imparting specific job related skill to the employee. It is long term investment done in human resource of the company. So the effectiveness of training should be evaluated as it checks whether the program objective is achieved or not. Evaluating the effectiveness of training helps to understand the value of or worth of the activity. It is important because it sheds light on majorly four aspects.

They are:

• How well the training program met the learner’ objectives and needs

• What knowledge and skills it has imparted to learners

• What changes it has brought in the learners’ performance and whether this changes are desirable

• What benefits it has yielded to organization

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This four aspect are considered to identify the behavioral changes in a trainee after the training program which directly leads to satisfaction or dissatisfaction created by the training program in the employee morale. Research methodology is common method adopted by the companies to check the effectiveness of training. In this method trainees are asked several questions to check their reaction on training program that they have attended. In this method generally two parties are involved, that is, trainees and companies who conduct the training. Here companies prepare questionnaire and give those questionnaire to trainees to fill it up on basis of what they feel about the training program. But evaluation of training effectiveness would be more effective if three parties are involved in evaluation process.

The three parties can be:

1. Training Institute/ Trainers (can be inbuilt trainer or outsourced trainer)

2. Trainees

3. Companies (who conducts the training program)

All these three parties should be taken into consideration to evaluate the effectiveness of training program. For this, all three parties should be made to fill the questionnaire with appropriate training program related questions to check their personal responses on training program. Involving all this three parties will give broader picture on whether the training program is actually effective or not. For example: Trainer will more clearly tell about the psychology of the trainees during training program and trainees can more clearly tell about the trainer ability and expertise.

Example of the sample questions that can be asked to all this three parties for more accurate evaluation of training effectiveness are as follows:

Questionnaire for Company

Q1. How the need of training is analyzed?

Q2. Among all the department generally which is the focus department of training program?

Q3. What are the basis of selecting training Methods?

Q4. What is the major focus of most of your training?

Q5. What problem you come across while training individuals?

Q6. What are the general complains about training sessions?

Q7. How training effectiveness is evaluated?

Q8. Do you think employees apply new concepts in work that they have learnt in training programs?

Q9. What according to you is the most essential and most hindering factor of training effectiveness


Questionnaire for Trainees

Q1. How well training program is being introduced by your organization?

Q2. How your training needs are analyzed by your company?

Q3. According to you, what are the basis of selecting training methods by your company?

Q4. What are your objective in attending a training program?

Q5. Do you think your objective is normally achieved for which you have attended the training program?

Q6. How your company evaluate training effectiveness?

Q7. What according to you is the most essential and most hindering factor of training effectiveness?

Q8. Do you think feedback collected in last training program generally taken into consideration for next training program?

Q9. Identify the shortcomings in training program

Q10. In your opinion what is the major input that would make a training program successful?


Questionnaire for Trainers

Q1. According to you which is the most focused department of company for training program?

Q2. What do you think how company analyze the need of training?

Q4. What is your objective to provide training session to the participants?

Q5. What companies generally expect from you?

Q6. What company generally expect from respondent?

Q7. According to you what is the objective of respondent in attaining training program?

Q8. Do you think respondents objectives are generally achieved through training program?

Q9. Generally what is the feeling of respondent about training program?

Q10. What are the general complains by respondents about training sessions?

Q11. What is the major problem you come across while training individual?

Q12. What according to you is the most essential and most hindering factor of training effectiveness?


All these responses can be presented in different pictorial formats such as charts, bar diagrams and graphs to check what majority of the parties think on each and every questions. Most of the questions in all these three questionnaire are similar to cater the perspective of different participants on similar issues. This will help to identify what trainees actually want from the training program and what is actually given by the companies to the trainees by keeping the trainers in the mind.

For Example:

According to employees the most important factor could be experienced and effective trainers but company might be majorly focusing on other factors such as learning environment or resource availability. So taking the view of both the parties will accurately pinpoint the area of improvement.

Therefore, taking the views of all the three parties i.e. company (who conducts training), trainees and trainers will give more accurate picture on effectiveness of training program in course of evaluation. Since companies invest huge amount of money and effort on conducting and providing training to the employees so the quality of this training program should be properly assessed to eliminate as many errors as possible for effective implementation in future.


This article has been authored by Nancy Mahato from Symbiosis Institute of Business Management (SIBM)

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