Evaluation of Learning and Development and Continuous Improvement

Any business investment needs to see a return. The ultimate objective of managing and developing people effectively is to improve organisational performance and therefore we need to understand the return on our investment (ROI).

A culture of continuous improvement is at the heart of BankMuscat. As people make the biggest difference between success and failure, it is important to continue making improvements to the way we manage and develop people and the way in which we implement and improve our business processes.

Evaluation

Why Evaluate

BankMuscat evaluates to understand the full cost of L&D strategies and the return on investment for the business in order for managers to make better decisions about how to invest time and money in people development; through measuring people’s progress, planning further development and new people management strategies. In addition, evaluation helps identify weaknesses in current practice before it impacts on the bottom line.

Understand what successes have been achieved

Identify weaknesses in system

Evaluation data informs strategies for improving BankMuscat’s performance and that of our managers

Evaluation Framework

Evaluation of learning and development is a process which considers both ‘inputs’ and ‘outputs’ to determine the results and impact of our investment on BankMuscat’s performance.

Input measures

The amount of resource (money, effort, personnel, time etc) invested with the aim of achieving an improvement.

The take-up and immediate feedback about the processes we use as part of implementing our strategy for improvement.

2a. Output measures – perceptions

How people feel about the results of the implementation of the strategy for improvement.

2b. Output measures – results

What has the impact of the improvement been on the critical measures of BankMuscat’s performance in Key Result Areas eg

Financial

Increase in X by X %

Customer/Stakeholder

Increase in customers by X%

Achievement of external assessments (ISO / IiP)

Achievement of awards

Feedback/satisfaction/perceptions

Employee

Satisfaction and commitment (internal staff survey – raise level of satisfaction in X by X %

Results of performance management/appraisals

Operational

Meeting operational targets

Quality of product/service delivered

Application of new techniques/skills

Up grading IT Hardware / Software

Evaluation Process

BankMuscat conducts evaluation at four levels using different strategies such as questionnaires, interviews and focus groups, feedback from performance appraisal, one to one discussions between managers and their staff and self-reporting by learners.

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Data is collected on results and compared with the actual change in business performance to work out the total value of the investment on the activities and compare it with the value of the improvement attributable to it.

Evaluation at 4 levels

Level

Description

1. Reaction

Assesses trainees’ opinions of the programme, including the content, speaker, schedule etc., typically via evaluation forms or comment sheets. This level is important as companies often modify their training curricula based upon participants’ feedback.

2. Learning

Measures the learning of principles, facts and skills and the adoption of attitudes that were specified as the training objectives to be achieved by the programme.

3. Behaviour

Measures the extent to which there are long-term changes in employees’ behaviour and the aspects of job performance that are related to training objectives – “transfer of training”.

4. Results

Gauges the impact of the training programme on business variables such as higher productivity or reduced costs. Relates training outcomes to organisational objectives and effectiveness criteria.

Using:

Information from Managers and Staff

Administration department got the information related to training from manager and staff through meetings and interviews. As well from performance evaluation and presentations that staff make after their training. Also, by using the effectiveness of training form which filled by the staff and their immediate supervisor which cover the evaluation of the training from 4 levels (Reaction, Learning, Behaviour and Result). Furthermore, we get the information from the learning and development benefits forms.

Good Evaluation Questions eg

What was the most important or valuable learning for you? Why? How did you learn this? (reflecting on the immediate past experience and looking for insightful, long-lasting ‘ah-ha’ moments that help people to see that they can learn, and how they learn)

How can you apply what you learned to the needs of your job, your team/department, and the priorities of the business? What will you do differently now? (thinking about the present and looking for wider learning application and its relationship to the business and its chosen metrics)

How could you integrate what you learned into further learning opportunities available to you, and the developing requirements of your job, your team/department, the organisation as a whole? (pointing to the future and looking for the multiplicative effects of the variety of ways people can learn)

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Data

Collecting data on results – actual changes in business performance which comes from the Annual report of BankMuscat achievement / performance and feedback from top management.

Isolating the effect of development/people management activities eg customer feedback / staff survey

BankMuscat Links Learning & Development to Strategic Goals

BankMuscat Analyses Training Activities and Designates Priorities

BankMuscat receives L&D needs from each department and analyses them according to the priorities.

Compulsory

ISO / IiP / XX

Business Imperative

XX

Career Development

Degrees and Higher awards XX

Competitive Advantage

Implementing TQM / ISO / IiP XX

INPUT MEASURES

THE OVERALL INVESTMENT IN L&D RESOURCES / MONEY / TIME

BankMuscat Resources

The amount of resource invested with the aim of achieving an improvement. =

Physical Resources

Training Centre (No of rooms etc)

Regional Training Centres (No of rooms etc)

Computers etc

Training DVDs /Journals etc

Human Resources

No of staff involved in L&D

Financial Resource

L&D Budget for 2008 = OMR xxxx

Time Provided

Time provided for attendance and study leave

Additional Opportunities

Eg Number of free days on courses? XX

OUTPUT MEASURES:

explain and quantify, where appropriate, how learning and development has improved the performance of the organisation

Not all L& D activities warrant in depth analysis and calculation of the ROI. Activities need only to be selected to determine their ROI if they are costly, involve a large number of employees or if management has decided they require the ROI on a particular initiative or project.

BankMuscat calculates ROI by

Converting the effects of the activity into a value of improvement

Working out the total value of the investment in the activity

Comparing the value of investment in the activity with the value of the improvement attributable to it divide the ‘benefit’ by the ‘cost’ to give a % return

ROI provides us with the actual changes in people and business performance and cost /benefit.

(Provide actual Examples here)

Programme Title / Duration

XXX No of Employees XX x No of days = XX days x average day salary @ OMR XX per day = XX

Training programme Cost: OMR XX + Salary costs OMR XX = XX

Benefits

XX

Outcome:

XX Benefit ÷ XX Costs = % ROI

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OVERALL L&D OUTPUTS & COSTS

TOTAL NUMBER OF SHORT COURSE TRAINING DAYS = XX days

TOTAL NUMBER OF FREE TRAINING DAYS = XX days

TOTAL NUMBER OF ACCREDITED PROGRAMES (eg X BSc / X MBA / X PhD) = XX

TOTAL COSTS OF ALL TRAINING & DEVELOPMENT = XXX

TOTAL COSTS OF ALL RESOURCES (staff and DVDs/journals etc) = XXX

Continuous Improvement

Continuous improvement in organisations can be seen as including four key elements:

Define: Using internal planning processes and management information to define the direction of travel for the organisation – what you want to achieve

Assess: Assessing where you are currently against your desired aims

Prioritise: Agree expectations over a desired timescale and the improvements you desire. Develop and agree performance improvement plans to support the process

Deploy: The actions you intend to take and the resources to be invested to achieve the improvements

Reviews are sometimes once a year activities, but sometimes more frequent reviews are necessary. Continuous review involves:

Reviewing of performance and people management at every management meeting

Having accurate data or information for the current situation

Involving others to tell ‘how it is’ – inside and from outside the organization

Committing to improvement actions within time scales

BankMuscat uses the ‘Plan, Do, Review’ process to continuously improve and categorises the improvements as follows:

Incremental improvements through efficiencies – productivity, cost savings etc

Significant improvements through something being more effective – customer service, people contributions etc

Radical improvements through system level re-engineering – work redesign, a new process etc

Strategic improvements through initiation of new products, new capabilities etc

evaluation of the investment in people is used to develop the strategy for improving the performance of the organisation AND IMPROVING the organisation’s strategy for managing and developing people

BankMuscat has made improvements in the 6 business enablers as follows: Examples

Incremental

Significant

Radical

Strategic

Planning

I

5% of the bonus percentage for new ideas

Communication

Fortnightly meetings

Performance Management

Peer Review of Presentation Skills

New Appraisal Process

Electronic agenda

Electronic employee’s files.

Flexible working hours

5% of the bonus percentage for new ideas

Management Effectiveness

Identified Managers Capabilities

Management Development Programme

Learning & Development

New training needs identification process and training plan.

Evaluation & Continuous Improvement

New evaluation system and process for Continuous Improvement


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