Evaluating Training Effectiveness

Assessing Training Effectiveness
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Assessing Training Effectiveness
Business organizations across the world invest heavily in workforce training and development. The funds spent on training and developing employees in the United States of America (USA) increase by 14% annually. In addition to improving skills and knowledge, measuring training effectiveness is crucial in boosting employee engagement and retention for the most competent ones. Besides, the outcomes of the measurements of previous training also function as critical indicators while planning the upcoming workshops. The business organization is encouraged to ensure the workforce demonstrates positive impacts for instruction through improved productivity and general skill development. With close relation to the above analysis, the paper discusses the methods used by Human Resources units to assess the efficacy of their training plans and address training programs measured as ineffective. Finally, the report will recommend measuring the effectiveness of the training program for Toyota Motor Corporation.
Valuing the effectiveness of training programs
The Kirkpatrick Evaluation Model 
Donald Kirkpatrick developed the approach in question to evaluate the training initiatives in the business organization. It incorporates a 4-level system: reaction, learning, behavior, and results (Dewi & Kartowagiran, 2018). Kirkpatrick’s model has proved to best measure the effectiveness of tailored corporate instruction (training) programs. Under level one (reaction), the response or involvement of employees in the training process is measured by directing them to complete a brief appraisal form that can enable the organization's top management to understand where the employees understood whether specific conditions were met. The second level (learning) gauges the learning process of every participant whether they acquitted the intended skills, confidence, knowledge, and commitment to the training program. The top management can assess learning through informal and formal methods.
Conversely, the company can use the pre-learning and post-learning evaluations to identify accuracy and understanding (Appleby-Ostroff, 2017). Concerning the third level (behavior), participants' behaviors are measured and monitored after the training process to understand if they were impacted and assess whether they learned. The organization can direct supervisors to evaluate employees formally. Finally, the resulting level determines if the training expectations were met.  
CIPP Model 
CIPP model is also a practical approach to assessing employees' training process in a given business organization (Hakan & Seval, 2011). The CIPP concept abbreviates “context, input, process, and product.’’ CIPP model is a valuable and straightforward tool for aiding evaluators to generate vital questions for participating employees during the assessment process. Beginning with context evaluation, assessors inspect the resources and contextual in the program, such as the scope of the assessment and provisions in the program.
Overarching goals, reconnoi...