Evaluation of the effectiveness of staff training. Methods for assessing the effectiveness of training the organization's personnel

Traditional approaches to evaluating the effectiveness of personnel training activities are that at the end of training (seminars, trainings, courses, schools, etc.), students, as a rule, give their assessment in the form of interviews or filling out questionnaires, answering questions and choosing one of the proposed evaluation options (points):

compliance of the training content with the expectations (needs) of the students;

application of active teaching methods;

application modern means learning;

connection of educational events with the workplace;

the quality of handouts (workbooks, etc.);

optimal number of trainees in the group;

organizational conditions for conducting classes;

qualifications of the teaching staff, etc.

The listeners give the organizers and teachers a score in the form of the level of satisfaction with the training.

In addition, to traditional methods evaluating the effectiveness of staff training can include observation, statistical analysis, self-report, testing, etc. Of particular interest to us is the analysis non-traditional methods evaluating the effectiveness of staff training, such as:

Donald Kirkpatrick's technique;

Jack Philips technique;

biparametric estimation technique;

assessment of the effectiveness of training within complex systems assessments such as BSC, KPI;

Bloom's scoring model.

The Kirkpatrick model described in the book Four Steps to Successful Coaching involves four levels of assessment. These levels determine the sequence in which the learning assessment is conducted. He writes: "Each level is important and affects the next level. As you move from level to level, the evaluation process becomes more difficult and time consuming, but at the same time provides more valuable information. No level can be skipped simply because to focus on what the coach considers most important." Here are the four levels according to the author:

Level 1 - Reaction

Evaluation at this level determines how program participants respond to it. Kirkpatrick himself calls this a customer satisfaction score. He emphasizes that the reaction of the participants is a very important criterion for the success of the training, for at least two reasons.

Firstly, people somehow share their impressions of the training with their management, and this information goes up. Therefore, it influences the decision to continue training.

Second, if participants do not respond positively, they will not be motivated to learn. According to Kirkpatrick, a positive reaction does not guarantee the successful development of new knowledge, skills and abilities. A negative reaction to training almost certainly means a decrease in the likelihood of learning.

Level 2 - Learning

Learning is defined as changing attitudes, improving the knowledge and skills of participants as a result of their participation in a training program. Kirkpatrick argues that a change in the behavior of participants as a result of training is possible only when learning occurs (attitudes change, knowledge improves or skills improve).

Level 3 - Behavior

At this level, an assessment is made of the extent to which the behavior of the participants has changed as a result of training. Kirkpartick points out that the absence of changes in participants' behavior does not mean that the training was ineffective. There may be situations when the reaction to the training was positive, learning occurred, but the behavior of the participants did not change in the future, since the necessary conditions for this were not met. Therefore, the absence of a change in the behavior of participants after the training cannot be a reason for making a decision to terminate the program.

Level 4 - Results

Outcomes include the changes that have occurred due to the fact that the participants have been trained. As examples of results, Kirkpatrick cites increased productivity, improved quality, reduced accidents, increased sales, reduced employee turnover. He insists that results should not be measured in terms of money.

According to Kirkpatrick, evaluation at this level is the most complex and costly. Here are some practical guidelines that can help you evaluate your results:

if possible, use a control group (not trained);

evaluate after some time so that the results become noticeable;

conduct pre- and post-program evaluations (if possible);

conduct evaluation several times during the program;

compare the value of the information that can be obtained through the assessment and the cost of obtaining this information (the author believes that an assessment at level 4 is not always appropriate due to its high cost).

The Jack Philips technique is the use of various formulas to measure the return on capital invested in staff (ROI):

HR Investment Estimate = HR Costs/Operating Costs.

Estimated investment in HR departments = HR costs/number of employees.

Absence rate = absenteeism, absence without notice + number of employees who quit unexpectedly.

Satisfaction indicator - the number of employees who are satisfied with their work, expressed as a percentage. Determined by the method of questioning.

A criterion that reveals unity and harmony in the company. Calculated on the basis of statistical data on productivity and evaluation of labor efficiency.

McGee offers a biparametric assessment, that is, he considers the effectiveness and efficiency of training, he also introduces the concepts of effectiveness and efficiency, and how their optimal combination introduces the concept of learning productivity.

The methodology for measuring effectiveness should take into account the specifics of training activities, the range of which is quite wide.

If the task is to evaluate the success of events through a reduction in the cost of a business process (although this is only a special case - cost reduction), then the following set of formulas for evaluating the effectiveness of training will be optimal.

The private economic effect (E) from the personnel training event that caused the change in the cost of this business process can be determined as follows:

where is the cost of the business process (product unit) before training, den. units;

– the cost of the business process after training, den. units

Determining the absolute value of the effect only allows one to find out the trends, scale and direction of the effect of training (positive, neutral, negative), so it is advisable to compare the effect value with the costs of staff training.

Interpretation of the result: if E ≥ 0 - therefore, success has been achieved, at least the goal of cost reduction has been achieved, however, the question of price. Therefore, it is necessary to determine the net effect. The net private economic effect of personnel training activities is determined as follows:

where is the cost of the business process (product unit) before training, den. units;

– the cost of the business process after training, den. units;

– the cost of the training program (the company's costs for the maintenance of the training center), den. units

Determining the absolute value of the private effect allows you to compare the result of the activity with the costs of training (whether the costs exceed the benefits or not).

Interpretation of the result: if ≥ 0 - hence a positive result was achieved, at least the cost reduction exceeded the costs - the activity brings a net effect.

This sequence of calculations is appropriate for evaluating the effectiveness of training specifically for line personnel, for example, as a result of training events, the speed of customer service has increased, the quality of customer service (while the quality can be assessed by reducing the number of errors, customer complaints) has improved, etc.

More traditional for perception and easy to interpret is the profitability indicator (we will consider it as a typical indicator for business - the ratio of net income to costs):

Profitability (return on investment in training) is expressed as a percentage.

Interpretation of the result: if > 0, then the type of activity is profitable, otherwise, the training costs are not returned as an additional effect.

This indicator is useful when comparing several options or implemented activities.

Evaluation of the effectiveness of training within the framework of integrated assessment systems such as BSC, KPI. Often assessing certain areas of the company's development, modern management uses complex assessment systems that include a number of private indicators that reflect the effectiveness of units, within the framework of which models, integrated assessment methods are successfully applied, for example, finding out the contribution of certain units to the overall performance. Among the above models, one can note the applicability of each of them for solving the problems of assessing the effectiveness of personnel training, highlighting the subdivision responsible for training, a certain set of target indicators that allow evaluating this particular division of the company.

For example, by highlighting some quantitative and qualitative indicators for this unit, assuming that personnel training activities will affect these indicators, we will be able to assess the effectiveness of these activities in the complex and for each individual episode related to training. Having clearly defined the correlation of these indicators with the performance indicators of the departments that have been trained, we will be able to analyze the effectiveness of the training of personnel in general at the enterprise.

These methods are difficult to use due to the breadth of the spectrum of action, however, with their skillful use, not only their intuitive clarity, adequacy and consistency are achieved, which, in general, allows solving the above problem. The development of a system of indicators will allow not only to comprehensively evaluate, but also monitor the level of effectiveness of these activities in real time.

Any training and development program is designed to promote the growth of the efficiency or productivity of employees, the formation of such working behavior that will ensure the achievement of the goals and objectives of the organization. Therefore, a training and development program can be considered effective if the results obtained at the end of the training exceed the costs of its implementation.

The analysis of the return on training and development of personnel requires a lot of time, high competence of specialists conducting this assessment. However, many organizations do not conduct such an assessment, believing that any training is justified. This approach has the right to exist, but it must be taken into account that the training and development of personnel is an expensive undertaking to rely on chance. The training of workers should have concrete results that can be assessed quantitatively or qualitatively.

According to the head of the Raiffeisenbank HR department, there are quite specific indicators for “vocational training. For example, after learning Excel program how much the time for preparing reports was reduced. This figure can be easily translated into man-hours and specific amounts. Or, for example, after training in sales, how much the number of meetings and signed contracts increased. If it's about leadership qualities, personal effectiveness, then ROI is extremely difficult to distinguish. But probably. For us, one of the indicators of the effectiveness of a manager is the indicator of the involvement of the employees of his department and its dynamics from year to year. Sometimes the opinion of the customer is enough when his expectations exceeded expectations.

To determine the effectiveness of training and development of employees, it is necessary to organize control over all stages of training and development of personnel.

Control is the process of comparing actual results with the set objectives. Well-established control allows timely improvement and adjustment of all stages of personnel training and development.

Types of control:

• preliminary;
• current;
• final.

In the form of implementation, all types of control are similar, since they have one goal: to promote the maximum closeness of actually obtained and planned results. A distinctive point is the timing of the implementation of control measures. The characteristics of the types of control over the implementation of training and development programs for employees are presented in Table. 8.1 173 .

Characteristics of types of control

Table 8.1

Training and development programs for personnel should have concrete results that can be assessed quantitatively and qualitatively.

The analysis of the return on training and development can be carried out using various tests, exams, practical tasks, etc. The assessment can be carried out both by the employees themselves, specialists, company experts, and their teachers or specially created commissions.

When determining the effectiveness of training and development of employees, it is important to control all the requirements for the organization of the educational process, which includes the following elements:

• program development;
• selection of teachers and trainers;
• methods of conducting training;
• composition of trainees;
• equipment of the educational process;
• input control knowledge;
• current control of knowledge;
• output control of knowledge.

Then they begin to evaluate the results of the training event (program) according to the following criteria:

• 1. The reaction of an employee who has been trained. The opinion of the employee is taken into account. It is important to find out how he evaluates the training, whether he liked the proposed program, whether the load was excessive. As a rule, various questionnaires and questionnaires are used for this.
• 2. Assimilation of the material. It is determined by the amount of learned information, as a rule, with the help of tests, interviews or interviews.
• 3. Changing employee behavior. It is determined how the behavior of the employee has changed, to what extent he uses the knowledge and skills acquired during the training, whether there is an emotional upsurge in the team.
• 4. Working results. An assessment of the real benefit that the organization received after training.

For example, in a travel agency, before the training of sales managers, the number of tours sold was 100 per month, and after training - 140. In this case, we can talk about the success of the training.

In an organization where professional learning and development is a value, the likelihood of effective learning much higher than where this aspect is not given due attention.

Of all the factors of high effectiveness of training and development, the main one is the factor that characterizes the actions of the organization's management before, during and after training.

Top management support for staff training and development is characterized by:

• the inclusion of training and development in the long-term and operational plans for the work of the personnel service;
• preliminary assessment and clarification of the organization's needs for training and development of employees;
• highlighting financial resources in the required amount for training and development;
• timely informing employees and their managers about the possibility and necessity of training and development;
• acquaintance with the results of training and analysis of their effectiveness.

Individual companies use the following indicators to assess the parameters of training and development of personnel.

1. Number of company employees trained per year.

This indicator depends not only on the development of the training system, but also on the size of the company. A large company trains more employees annually than a medium-sized one. When establishing a plan for this indicator, it should be remembered that the company has groups of employees who may undergo various training during the year. Such employees include managers, specialists, accountants and lawyers who are sent to short-term seminars and trainings on the problems of changing legislation, normative documents etc. This indicator assesses the dynamics of the volume of training in the company with a relatively stable number of its staff. If the number of the company changes significantly over the years, then in order to analyze the dynamics of the development of training, as well as to compare the company's training indicators with other similar companies, it is necessary to use such an indicator as the ratio of the number of company employees trained per year to the total number of employees of the organization.

2. Volumetric indicator of learning.

This indicator characterizes the amount of training per one employee of the company during the year. It can be measured in man-hours or man-days. Since individual training programs or courses may last less than one day, hours can be converted into days on the basis of 1 day - 8 hours.

The practice of successful companies is characterized by the volume of training per employee, ranging from 3 to 10 man-days per employee per year. AT last years there is a trend in the world to reduce the volume of classroom training due to the expansion of computer-assisted and distance learning.

3. Economic indicator learning.

This indicator can be estimated taking into account two main characteristics of the event (program) itself - the duration and the number of participants. It is used for the economic evaluation of group types of training, therefore, in practice, it should be considered as the cost of 1 day (hour) of training per student. This indicator can be called a general measure of the economic efficiency of training. The lower this index, the large quantity employees can be trained at a lower cost.

The costs of training and development are considered as investments in human resources, they should bring the organization a return in the form of increasing the efficiency of its activities, increasing profits, and more fully realizing its goals and objectives. The costs of training and development of personnel can be calculated taking into account the potential benefits (Fig. 8.1) .

Rice. 8.1

Example. The company conducted employee training at the training center. The price of one course: 26,000 rubles. (Payment for a tutor, expenses for preparing the premises, rent, etc.). The salary of an employee in the company is about 200 rubles per hour. Duration of training - 16 hours. The cost of employee training can be calculated using the formula

O \u003d (DxG) + C to,

where 5 0 is the cost of education; /? - salary of the employee; / - course volume (in hours); P - the price of the course. Then

200 X 16 + 26,000 = 29,200 rubles.

During training hours, employees do not produce material values, therefore, the company suffers a double loss: it loses profit due to distraction from work and spends money on training.

Training and development costs can be evaluated relative to profit and relative to the fund wages as well as per employee. The economic efficiency of training correlates in the same way as the price and quality of any product or service, namely: the lower the price, the lower the quality, as a rule.

For example, in PJSC Rostelecom, evaluation of training effectiveness is one of the milestones staff training.

Performance evaluation is a tool for monitoring:

• the effectiveness of the methods, forms and methods of training used;
• correct identification of training needs;
• timeliness of training;
• overall effectiveness of personnel training and development activities;
• the effectiveness of financial investments in the training and development of personnel;
• measuring the impact of the human factor on the company's business results;
• increasing the transparency and manageability of the organization of training.

Learning Evaluation Criteria can be used to determine the effectiveness of various ways estimates (Table 8.2).

After analyzing the results of training in any of the above ways, an HR officer at PJSC Rostelecom identifies the best one and, if necessary, prepares proposals for improving training.

Without evaluating the effectiveness of the learning process, it is impossible to build a learning and development system that provides the necessary business results. D. Kirkpatrick proposed a formula for describing the learning cycle: reaction - learning - behavior - results.

The effectiveness of assessment methods

He also clearly articulated the criteria for all four levels of assessment (Table 8.3).

Four levels of learning assessment by D. Kirkpatrick

Table 8.3

This model is relevant for assessing the effectiveness of training today, in addition, experts have added a fifth level of assessment.

Level 5: "ROI". Performance evaluation at this level allows you to get an answer to an important business question: “What did the training give for business development?”

From the point of view of experts, this model has weak and strengths. Ease of understanding for all learners, not only for learning professionals is strong point D. Kirkpatrick models. The limitations of the model lie in the simplistic approach; assessment levels do not go beyond training, etc.

As we continue to evolve our approach to assessing learning and development, learning professionals need to change the way they work, learn how to create real business value, and demonstrate the importance of those values ​​in a convincing manner. As a starting point, the educator (trainer, teacher) needs to discuss with leaders:

• 1) expectations of business leaders;
• 2) their understanding of success;
• 3) what observable and measurable indicators of success will be used to evaluate the result (level 4).

The outcome of this phase should be the definition of expected results. L&D professionals should then discuss with line managers which behaviors are critical to achieving the intended outcomes (Level 3). Only then can they start designing learning activities (levels 1 and 2).

On this basis, you can provide:

• effective application new skills and reinforcement of changes in conduct in the workplace (level 3);
• achievement of business goals (level 4);
• implementation of tasks in the field of talent management (level 4). To ensure the effectiveness of the acquired knowledge, skills and experience

As training and development programs enhance business results, the worker in the workplace must receive support and recognition from management in their application. Without this support, only 15% of new knowledge, skills and attitudes are successfully applied in practice, which reduces the value of training for business.

Of great importance in assessing the effectiveness of training and development is the assessment methods themselves.

• Khripunova M. Personnel training-2016: how to teach in order to make a profit, extraordinary methods // HR Director. 2016. No. 2.
• Maslova V.M. Personnel management: textbook. - M.: Yurayt, 2015.
• Kirkpatrick D.L., Kirkpatrick D.D. Four steps to successful coaching. Moscow: HAr Media, 2008.

Indicators used to evaluate the effectiveness of training the organization's personnel:

indicators used to assess the parameters of development and learning. The number of company employees trained per year - this indicator depends not only on the development of the training system, but also on the size of the company: in a large organization, other things being equal, more employees are trained annually than in a small one. When establishing a plan for this indicator and evaluating its implementation, one should not forget that the company has groups of employees who can undergo various training more than once during the year. Typically, these include company executives, salespeople, accountants, and lawyers who are sent to short-term seminars on the problems of rapidly changing Russian legislation, and so on. The number of company employees trained per year is an indicator by which it is advisable to assess the dynamics of the volume of training in a company with a relatively stable number of its staff. If the number of the company changes significantly over the years, then in order to analyze the dynamics of the development of training, as well as to compare the training indicators of the company with other similar companies, it is necessary to use such an indicator as the ratio of the number of employees trained per year to the total number of employees of the organization;

volume indicators of training. The above indicators do not take into account the amount of training, so a more adequate assessment of the training system in the company can be the total amount of training conducted in the company per year, attributed to the number of employees of the company. That is, this indicator characterizes the volume of training per one employee during the year. It can be measured in man-hours or man-days. Since individual training events may last less than one day, hours can be converted into days on the basis of 1 day = 8 hours.

It is not difficult to calculate the costs of training: they are equal to the sum of direct (materials and salaries of teachers, the cost of lost products) and indirect company-wide costs. Most experts believe that the following general criteria should be used to evaluate a professional development program:

reaction of the participants - whether the participants liked the program, whether they are satisfied with its content and results;

the degree of mastering the knowledge, skills and abilities offered by the program - in particular, according to the data of "input" and "output" testing;

the level of successful changes in behavior at work, the improvement of personal performance of work (comparison of performance assessments "before" and "after" the curriculum);

the impact of training on the company's performance - staff turnover, productivity, sales volume, etc.

The effectiveness of personnel development measures can be calculated using formula 1:

E \u003d P - K x Z,

where P - the balance sheet profit of the organization for the reporting period;

K - efficiency coefficient;

Z - actual costs for staff development in the reporting period.

The value of the efficiency ratio is determined by the management on the basis of their goals set for development programs. Information can be obtained from line managers, their subordinates who did not participate in the program, and from persons from the external environment who were affected by the program, for example, clients. Based on the information obtained, it can be established whether professional development is aimed at updating workability, increasing job satisfaction and productivity of employees. Evaluation methods include: special records, interviews, questionnaires, tests, evaluation matrices.

The practice of the best companies is characterized by the volume of training per employee, ranging from 3 to 10 person-days per employee per year. In the last 3-5 years, there has been a tendency in the world to reduce the volume of education due to the expansion of computer-assisted education and distance learning;

economic indicators of education. The cost of a training event - this indicator can be estimated taking into account two main characteristics of the event itself - the duration and number of participants. Therefore, in practice, it makes sense to consider such activities as the cost of 1 day (1 hour) of a training event and the cost of 1 day (1 hour) of training per 1 trainee. The first of the mentioned indicators is used for the economic evaluation of group types of education, i.e. primarily closed workshops.

The second indicator is more universal, i.e. the cost of 1 day (1 hour) of training per trainee, which can be used for the economic evaluation of not only any training activities, but also the annual training plan. This indicator can be called a generalized measure of the economic efficiency of training. The lower this indicator, the more employees can be trained at lower costs.

Trainings based on interactive interaction between a teacher and students are usually held in groups of up to 10-12 people, since it is extremely difficult to ensure effective interaction in larger groups. When teaching computer skills, one teacher should have from 4 to 8 students, depending on the complexity of the product being studied, the initial qualifications of the students, and the methodological support of the educational process. An attempt to increase the cost-effectiveness of these types of training by increasing the number of participants leads to a sharp drop in quality. However, in the presence of constant monitoring of the quality and effectiveness of training, the use of this indicator can be considered legitimate.

Training costs can be assessed in relation to profit and in relation to the salary fund, as well as per 1 employee. The economic efficiency of training correlates in the same way as the price and quality of any product and service. Namely: the lower the price, the lower the quality, as a rule. From the standpoint of the interests of the employee, the assessment is carried out in two directions: the development of the employee's competence (training) and the possibility of moving up the career ladder (career). Currently, many firms save on training, while the most successful companies allocate up to 10% of the wage fund for education. Training comes to one of the first places in the list of means of increasing the competitiveness of the employer.

The analysis of works on the theory of personnel management allows us to say that there are different approaches to assessing the effectiveness of the personnel training system. Meanwhile, theorists and practitioners tend to think about the importance and necessity of evaluating the effectiveness of the training system by personnel.

It should be noted that any organization conducting employee training strives to maximize its effectiveness. Training will be considered effective if its results contribute to the achievement of the company's goals.

Evaluation of the effectiveness of training is the final stage of personnel development management. The management of the organization should develop a unified approach to assess the effectiveness of staff training and includes:

Satisfaction of the employee who completed the training;

Satisfaction of the manager with the effectiveness of employee training;

Calculation of the effectiveness of training for all categories of trained personnel, taking into account the types of training (increase qualification category; training at seminars and trainings; training outside the organization).

Calculation of the effectiveness of personnel training, taking into account the types of training (raising the qualification level; training in seminars and trainings held in the organization; training outside the organization).

Theorists and practitioners of management identify qualitative and quantitative methods for assessing the effectiveness of training.

The quantitative method for evaluating learning outcomes makes it possible to determine the total number of employees who have completed training, the overall qualification rate of personnel, and training costs.

It should be noted that economic efficiency can be calculated by determining the costs of training and comparing them with the financial benefits for the company.

An analysis of the current practice of personnel training suggests that significant difficulties in assessing the effectiveness of training may arise when trying to express this in numbers.

In general, staff training is effective if the costs associated with it are lower than the costs of the organization to increase labor productivity due to other factors. Since determining the results that are achieved through employee training is associated with certain difficulties, the cost-effectiveness of training is revealed in the form of cost savings that can be accurately calculated.

For an economic assessment of the effectiveness of training, you can compare the indicators before and after training:

Volume of sales;

Client base;

Number of complaints;

Work completion time.

This method determines how training affects the company's performance. Then, the cost-effectiveness of the training is assessed.

The economic assessment of learning outcomes is based on the feasibility of investing in human capital. As a criterion for the expediency of investing in human capital, the size of the increment of additional net income after the implementation of training programs is taken. In this case:

If the increment is greater than zero (D< C, где D - инвестиции в человеческий капитал, C - возможный долгосрочный эффект от инвестиций, наблюдаемый в коммерческом процессе), то инвестиции окупаются и целесообразны. При этом, чем меньше рыночная норма отдачи капитала, чем выше ожидаемое увеличение чистого дохода в n-ом году, чем больше срок использования полученных знаний, тем эффективнее инвестиции в человеческий капитал;

If D > C, then investments in this program are inappropriate and it is necessary to look for other areas of capital investment.

The expediency of the personnel training program is directly proportional to the term possible use acquired knowledge.

Quantitative analysis of learning outcomes is used to develop the social passport of the enterprise. However, the quantitative method does not allow to evaluate the effectiveness vocational training, its compliance with the goals of the enterprise.

Qualitative methods for evaluating the results of employee training make it possible to determine the effectiveness of training and its impact on production parameters.

The Kirkpatrick model assumes an assessment at four levels:

The reaction of students to the training program (emotional criterion);

Evaluation of knowledge and experience gained by the trainee under the training program (professional testing);

Evaluation of behavior in the workplace (peer review);

Evaluation of the impact of the training program on the organization's activities.

An analysis of the current practice in the field of personnel management allows us to identify the following ways qualitative assessment learning outcomes:

Assessment of knowledge at the end of training;

Assessment of knowledge and skills in a working situation;

Assessment of the impact of training on production performance;

Economic evaluation.

With the help of knowledge assessment at the end of training, it is possible to determine the degree of mastery of professional knowledge and skills. Only teachers and students participate in the assessment procedure. In this case, exams or tests are used.

Assessment of professional knowledge and skills in a working situation is carried out by the manager, as a rule, after a certain period of time after training. This method makes it possible to assess the degree practical use acquired knowledge and skills.

Determining the impact of training on production performance is sometimes considered as the main assessment level. It links learning outcomes to the requirements of the operation and development of the company. Indicators of the impact of training on production can be expressed in physical parameters of the number of personnel, coefficients (staff turnover, the number of defects), etc.

However, there are no comprehensive methods of analysis that allow you to accurately determine the degree of influence of training on each individual factor.

In general, it should be noted that both qualitative and quantitative methods should be used to assess the effectiveness of the training system. Effective methodology evaluation should include qualitative indicators (serving as a forecasting tool) and quantitative indicators (evaluating the results of the past period).

After completion of the training and its evaluation, the results are reported to the personnel management service.

The company needs to build a system for monitoring learning outcomes. The most common mistake is the lack of control over the results of staff training.

To determine how effective staff training turned out to be, it is necessary to determine what was at the input and what happened at the output. The control system should include:

Input control;

Current control (for long-term programs);

Final control;

Control over the use of acquired knowledge and skills in the process of work.

The manager can exercise such control. For hotel service enterprises, it is relevant to conduct a customer survey to find out how, for example, the level of service has changed, etc. Many customers fill out the relevant questionnaires, on which the customer satisfaction index is calculated.

In conclusion, it should be said about the results and benefits that an organization can bring efficient system staff training.

Personnel training will contribute to the growth of labor productivity. Training helps new employees join the team and achieve the required level of efficiency. Evaluation of training will help to identify and retain the knowledge of employees.

Staff training is aimed at easy implementation organizational change leading to less resistance to change. Training will strengthen the loyalty of employees and customers, and lead to an increase in engagement. Finally, training will ensure the succession of employees in important positions, internal recruiting.

In general, the introduction of a training system can contribute to the adaptability of the personnel of the tourism industry enterprise to changing conditions and will ensure strategic competitive advantage organizations.

Thus, we can conclude that the evaluation of the effectiveness of the learning process will allow monitoring the implementation of the training program. It will allow you to analyze weak sides, to monitor the effectiveness, quality, effectiveness of training.

Technologies for evaluating the effectiveness of personnel training are currently the most important link in the personnel management system. And also they are one of the significant components of the general policy of the enterprise development.

An extra link or a reliable management tool?

Despite this stated fact, a large number of representatives of the management staff of companies considers the analysis of the effectiveness of staff training as an extra link in the system of ongoing activities. It is widely believed that time and financial costs spent on solving issues related to assessing the effectiveness of personnel training do not bring any benefit to the enterprise and are among unprofitable methods of work.

Of course, for the so-called one-day firms, seeking only momentary benefits, not aimed at successful and long-term development, the judgment of such a plan is quite justified. But for large companies that set global goals and are determined to occupy key positions within core markets (and hold them for a long time), such an attitude to this issue seems unreasonable.

What are the benefits of an audit?

In order to clearly present what “options” are provided to enterprises through the assessment of the quality of employee training, it is necessary to list the benefits of using these assessment technologies. Among the advantages are:

• the opportunity to assess how the professional development of employees affects the quality and dynamics of the enterprise development;
• harmonization of the degree of professional training of employees with the best domestic and foreign formats;
• performance indicators of personnel training answer the question of whether the choice of the training organization was made correctly (that is, it becomes possible to assess the level of work of the selected counterparties);
• ensuring dynamic development professional competencies employees;
• promoting the competent construction of a policy in the field of training and education of specialists;
• the ability to monitor the skills and abilities of employees;
• creating a more solid basis for tracking the professional growth of specialists (or reducing the level of their competencies);
• the audit of personnel training contributes as a result to a better functioning of the company, an increase in labor productivity;
• a greater economic effect of the organization's activities is achieved.

Technology for building a system of evaluation activities

In the case when the company's management decides to implement a system for assessing the quality of employee training, the question arises of how to most competently evaluate this activity. Making a correct calculation in this direction is a very complicated and time-consuming thing.

On the whole, experts tend to single out four main ways of evaluating vocational training.

The first method is based on assessing the abilities, skills and profile knowledge of employees during training and after the completion of this process. As part of the second method, skills, abilities and professional knowledge are analyzed, as they say, specifically in production conditions.

The third method can be called more global, because it is based on monitoring the impact of training on the performance indicators that the enterprise achieves. The fourth method can be called as "economic efficiency", that is, it is a method of economic evaluation.

More specifically, it should be emphasized that today there are various models for assessing learning outcomes. But almost every one of them is multi-stage. This is largely due to the fact that the analytical processes implemented in this area are very large-scale and responsible.

Let us give as an example one of the models containing methods for assessing the training of employees of an enterprise.

This model contains four levels of activities related to the assessment audit.

So let's take a look at the first level. It can be called as follows - "reaction". Based on this name, it is clear that this level analyzes how employees respond to training programs. Among other things, the degree of employee satisfaction with training activities is assessed.

How exactly does the evaluation mechanism work in this case? One of the options is the formation of special questionnaires containing relevant questions. The questionnaire will help evaluate such indicators as:

• achievement of learning objectives;
• the level of implementation of the initially declared training program;
• the degree of objectivity of knowledge, that is, their practical usefulness;
• literacy, efficiency and quality of teaching (it is also assessed how accessible the training program was presented);
• provision with methodological materials;
• conditions in which learning processes are carried out.

So, with the first moment sorted out. At the second level, the assimilation of knowledge by employees is assessed. At this stage, information is collected related to the extent to which the goals and objectives of the training have been achieved. That is, the auditors analyze how much new knowledge has been acquired, what additional skills have been developed as part of the training programs, whether the participants in the process have received more advanced professional competencies.

Such an assessment of the degree of accumulation of new knowledge and skills is carried out using tests: before the start of training, the initial level of existing skills and knowledge is measured, the same measurements are made after passing the training courses. Comparative analysis tests passed by employees "before" and "after", will reveal the degree of growth of new competencies.

By the way, to get a more objective and accurate assessment, you can organize a thematic business game or give employees an appropriate practical task. The results of such an "exam" will help to carry out an adequate analysis of the development of personnel, provided through the implementation of training technologies.

The third level is called so - "assessment of behavior". Here it is determined to what extent the information obtained during the classes is transformed into the practical skills of employees, that is, to what extent new knowledge is applicable within a specific production process. In other words, the degree of subjectivity of knowledge is determined, to what extent they have an applied character. Of course, only a line manager can carry out such an assessment - by monitoring the work of employees who have passed special courses.

There is another technique. It is also related to the survey. Only in this case, the survey is conducted among colleagues of trained professionals. The results obtained are compared with those that were planned to be achieved during the implementation of advanced training programs.

Let's take a look at the fourth level. It is referred to as "outcome evaluation". At this stage, all the information obtained during the analysis is consolidated. But the basis of analytical work at this stage is the assessment of the benefits of training and the return on investment aimed at the professional development of employees.

We confirm with documents

Any activity that has an exact vector and a clear algorithm is “doomed” to success.

Personnel policy is no exception, in particular, such a component as assessing the quality of professional development of specialists.

Enterprises aimed at carrying out such evaluation activities are recommended to develop and approve a special document that will regulate a set of measures to analyze the quality of employee training.

The created documentary base will make it possible to exclude multiple erroneous actions, often performed by enterprises in this area.

And it will help to correctly structure the policy for assessing the quality and potential of the applied training programs.

So, for the competent management of this activity of the company, it is better to develop a Regulation on evaluating the effectiveness of staff training.

What should it represent? Here are the key components of this document:

1. General postulates prescribing the one who is engaged in the work on assessing the effectiveness of staff training, explaining the goals and objectives of the assessment activities.
2. The procedure for assessing the effectiveness of staff training. This section of the Regulation prescribes the course of the activities carried out.
3. Analysis of the results of personnel training.
4. Development of measures to improve the learning process.

The analysis of such socially oriented activities as an audit of employee training, which is necessary to improve the personnel management policy, is effective for the personnel development system, and is also important for the development of the organization as a whole, allows us to make the following key judgment. Despite the negative attitude of many managers to this segment of work (to the assessment of employee training technologies), it is one of the significant areas of the overall strategy of the enterprise.