by Mark Snow
HRD Performance Technology Group
Everyone knows that there is value in training... even the beancounter looking down his nose at you will grudgingly say that training is worthwhile... perhaps through gritted teeth.
The challenge Mr. BeanCounter has laid out for you in 2010 is simple. Prove it. Just like a salesperson has to prove it by closing a deal. Just like manufacturing has to prove it by actually creating a physical product.
So lets shove a bit of ol' fashioned medicine down his throat - Let's prove it. Over the next few blog posts we'll begin to establish why training has value... if it (gulp) does indeed add to the bottom line. Let's get to work.
Instructional Design (or ISD) is classified as "the practice of maximizing the effectiveness, efficiency, and appeal of instruction and other learning experiences"... Sounds good. No bean counter in his right mind would argue with that - but we need more concrete for our foundation. What does it all MEAN??
ADDIE is a simple formula, and one that people in the training industry pay plenty of lip service to, and then spend their time trying to circumvent some aspect or another. The acronym breaks down like this:
Analyze -
What's the problem?
Is Training the answer?
Who needs to be trained in order to fix the problem?
Design -
What are the objectives of the learning?
What is the course/learning structure?
What is the proper medium for the learning?
Develop -
Draft your materials
Pilot test with a target audience
Revise and finalize
Implement -
Conduct the training or implement learning objects
Complete follow up activities
Chart the process of determining learning and impact
Evaluate -
Which "level" of evaluation is appropriate?
How are the training needs analysis and evaluation linked?
How is an effective evaluation for the course/learning conducted?
By involving your bean counting and non-bean-counting stakeholders throughout the ADDIE process you'll have a much better sense, and argument, for:
1)Why the training should happen in the first place.
2) What impact it has on the organization
3) The what/when/why/where/how of measuring the overall effectiveness of your efforts.
Put into form, and slid under the nose of Mr. BeanCounter, a properly ADDIE structured course gives you some solid footing and metrics to work from.
Now let's skip ahead a bit to Phase Two and start thinking about how to answer the two crucial questions that link the beginning (training needs analysis) and the ending (evaluation of results) so that you can show - on paper - the seedling beginnings of ROI.
A thorough needs analysis answers the question
"What good will training do?"
Of course, the question seems simple - but the answer is not likely to be quick or easy to discover. You'll need to work a bit to get to the heart of the needed correction.
A thorough evaluation answers the question
"What good did training do?"
You need to consider environmental factors, stratify where you can, and determine to the best of your abilities (and your Bean Counter's signature) what has changed.
OK - Now Listen Up...
A truly effective evaluation simple CANNOT be conducted if you haven't done a proper training needs analysis. You can't even hope to determine what was accomplished with a learning event without first defining specifically what it was designed to accomplish. Your training needs analysis provides a numerical baseline of what your eventual judgement should be measured against.
Stay tuned for the next blog post, "When ADDIE Meets Kirkpatrick"...
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