Online Business Courses - Tracking worker Training - Measuring Training Effectiveness With Kpis
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Tracking employee training and measuring training effectiveness is a key objective of any training and development department. Naturally, you want to ensure your speculation in training of new hires and current employees delivers the startling results. One of the ways to compare the effectiveness of employee training is by establishing ability Key carrying out Indicators (Kpi). When created and tracked properly, they serve as a benchmark to measure and enhance progress towards a set of broader based goals or objectives. Many organizations find it hard to come up with good Kpi's, if any at all. In order to move beyond a "tick the box" training strategy and drive real results from the efforts, you must generate ability Kpi's based on a amount of piquant parts. While you can record on goals, competencies and proficiencies within your talent, carrying out or training administration system, it is the synchronization of all these piquant parts and linking this all back to the former training plans that is often a challenge.
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Quality Kpi's for tracking employee training effectiveness should be: a) measurable and quantifiable b) competency based c) linked to proficiency and d) mapped to organizational and employee goals. Let's use a buyer preserve and assistance scenario as an example in creating ability Kpi's to measure the effectiveness of your linked training programs.
Measurable and Quantifiable
Some key metrics to measure and quantify are likely very tactical in nature: a) call assistance levels b) call abandon rates and c) call resolution times. Let's say you aim ensure 100% of all calls are answered on the first ring, 0 calls are abandoned and 100% of calls are resolved in under 5 minutes. Aggressive metrics you have here, but assuredly measurable and quantifiable.
Competency Based
To hit your target metrics as defined above, possibly a preserve agent must be knowledgeable and competent in a) the use of the phone queue ideas and b) goods knowledge for whatever widget or assistance they are supporting. The training you create, deliver and track would obviously be based upon colse to these competency areas to ensure mastery of the subject matter.
Linked to Proficiency
So you have created and delivered training by competency levels. You track employee training and see that by estimate results, most all are deemed "competent". Does this mean that in the actual application of their knowledge they are proficient? This is often a missing component in many training programs and requires "offline", on-the-job carrying out measurement. Creating a scoring ideas whereby agents are graded by supervisors in live situations and linking this feedback to the agent's training transcript helps ensure that the training investments and activities working towards delivering the intended results.
Mapped to Organizational and employee Goals
Organizationally, from the buyer preserve perspective, you may have a goal of 100% buyer delight and 0 complaints, as measured in your regular buyer survey. Each employee has a set of goals that roll up into the bigger picture. If buyer delight is determined by how fast a customer's call is answered and how fast their problem is resolved, then we've correctly identified the right metrics that drive these results, understood what competencies "move the needle" on our metrics and ensured our competencies come to be "proficiencies" through on-the-job carrying out measurement.
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