LDiO 13: Evaluating Learning & Development in Organisations

EVALUATING LEARNING & DEVELOPMENT IN ORGANISATIONS begins with an explanation of different evaluation concepts and how they differ from related concepts and processes. 

The authors then discuss the case for the evaluation of learning and describe different models of evaluation, including the Kirkpatrick, COMA and Integrated models. 

Then they consider the complex issues that are required to measure and evaluate job behaviour and organisational results, as well as the types of data collection designs that can be used. 

CONTENTS

Abbreviations

Foreword

Preface

Learning Objectives

Key Concepts

1 Introduction

2 Defining Evaluation and How It Differs from Related Concepts

3 Why Evaluate L&D?

3.1 The Case for Evaluating L&D

3.2 Barriers to Evaluating L&D

Critical Reflection 1

4 Models of Training Evaluation

4.1 Kirkpatrick’s Hierarchical Model of Evaluation and New World Kirkpatrick Model

Case Study 1: How Johnson & Johnson Trains Doctors

4.2 The COMA Model of Evaluation

4.3 The Decision-based Evaluation Model

4.4 The Integrated Model of Training Evaluation and Effectiveness

4.5 The Multilevel Training Evaluation Taxonomy

4.6 The Omnidirectional Training Evaluation Model

5 Conducting Evaluations: Process and Outcome Evaluations

5.1 Process Evaluation

5.2 Outcome Evaluation

Case Study 2: What Are Organisations Doing to Evaluate L&D?

5.3 Measuring Job Behaviour

5.4 Measuring Organisational Results

Critical Reflection 2

6 Data Collection Designs for Training Evaluation

Best Available Evidence to Inform Practice 

Conclusion

Summary

Review Questions

Strategic L&D in Action 

Case Study 3: GE’s Brilliant Learning Programme

Further Reading

Bibliography

About the Authors

Other Titles in this Series