Page 32 - NIBAF-Training Matters October-December 2020

L N I S T I T U T O E F BANKING AND FINANCE Training Matters!
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decision about the value returned on the training. The literature suggests that in order to analyze training
effectiveness, different level of Kirkpatrick model should measure according to the type of training and its
goals with definite time interval, for instance

STEP
THE LEVEL 3
THE LEVEL 1 THE LEVEL 2 STEP 03 03 03 03 03 03 THE LEVEL 4
STEP
STEP
STEP
STEP
“Reaction” may take of the model (i.e. of the model of the model (i.e.
place soon after the Learning) is primarily (Behavior) is for Results) is for high cost
ending of all types of for hard-skills strategic programs programs and
training. The programs and its and pertaining to the assessment factors
assessment factors assessment may take learner's performance include increased
broadly include; place with some and attitude at work. productivity and
relevance of course interval (2-4 month Generally, such quality of work,
contents, key learnings period) due to time- training programs improved business
& potential bound skill need a longer time for prospects, employee
takeaways, strengths implementation. The assessment and factors retention, high morale
& weaknesses of the assessment factors may include self- and customer
program, and develop include influence on assessment satisfaction index. The
understanding if the performance (KPIs), questionnaires, impact of such training
training was able to supervisor report & informal feedback programs takes longer
accommodate the feedback, evaluation from peers and period to translate
learner's aptitude i.e. of applied learning managers, focus group into tangible outcome;
space and learning projects etc. discussion and on-the- therefore, assessment
style. job observation. may take place with
longer intervals.

In addition, other aspects need to consider while measuring training effectiveness including one-to-one
discussions, employee surveys, knowledge transfer, self-efficiency, behaviors, participant's case studies and
official certification exams. etc. When providing training programs, it is necessary to implement the matching
principle i.e. training/activities should match trainee's aptitude and relevancy. Further, the manager/senior
management should not expect impressive changes in employees' performance immediately after the program
completion. They need to give time, space and support to their employees in order to implement the acquired
knowledge and skill in their job.

References:
Anastasios D. D.and P.D.Chatzoglou (2014) “Employee post-training behaviour and performance: Evaluating the results ofthe training process”,
International Journal of Training and Development · June 2014
Said T. EL Hajjar& M.S. Alkhanaizi (2018), “Exploring the Factors That Affect Employee Training Effectiveness: A CaseStudy in Bahrain”, Sage
Open (Research paper) Apr-Jun 2018: 1-12
Articles, Analysis, Paperspublished on websites links are as following:
§ “Training Industry Magazine”, https://trainingindustry.com/magazine/
§ “Simple Learn”https://www.simplilearn.com/;
§ IECL https://www.iecl.com/author/iecl/

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