Focus Magazine - Summer 2014 - (Page 30)
MEMBERSOLUTIONS
Measuring the Impact of
Training
I By Dawn Brehm
A
t the end of a long week after
directing a training program, a
training leader walks away
tired, drained and simultaneously
energized by the fact that the
participants were impacted in a
positive manner. Of course we do
what we do because we are certain
that we are helping others be more
effective at their roles and in turn
influencing positive customer
experiences with our products. But
do we really know that the training
intervention was effective? This
edition of Member Solutions explores
measuring the impact of training.
training-managed markets and
account management of Bayer
Training and Education
Healthcare specified that the managed
Department Stakeholders
markets leadership teams are key
William Magagna, director educastakeholders who are interested in
tion solutions, head of global product
program results.
education, Shannon Bellafiore, eduTom Frigge, sales training
cation consultant, and Tonya Smyth,
manager, Bayer commented that he
global product education (all of
engages stakeholder participants in
Siemens Healthcare Diagnostics),
programs with pre-work and needs
shared that both global customer
assessments.
management and
Dana Barbee,
business unit exDo we really know that the director, primary
ecutive leadership training intervention was effective?
care training,
are stakeholders
Daiichi Sanko,
who take a keen interest in the activinoted that sales and marketing
ties and impact of the education team.
leadership are primary stakeholders
Magagna and his team produce a
who review the results of a training
monthly report and participate in
intervention. In addition, the district
monthly meetings to ensure that acmanagers (DMs) of class participants
tivities are in alignment with goals for
play a role in determining the
customers, applications and sales.
effectiveness of training.
"During each monthly meeting,
priorities are reviewed, added or
realigned based on sales needs as well
as market needs," stated Magagna.
Mike Sakimura, deputy director,
30
"Post-training, DMs complete
evaluations on the proficiency and
effectiveness of job performance in
addition they also evaluate if the
trainee is knowledgeable on the
processes and tools utilized for
territory management," Barbee said.
John Constantine, executive
director, Merck Polytechnic Institute,
noted that his stakeholders are all of
R&D and the office of the chief
medical officer.
Evaluating the Trainers
Constantine shared that his
organization utilizes net promoter
scores of courses coupled with
manager evaluations to gauge the
effectiveness of the training staff.
"The training team is educated and
continues to develop skills through
programs inside of Merck and from
outside continuing education sources,"
Constantine said.
"Trainers are rated by trainees,
managers and me as the training
director," stated Barbee. "Trainers are
also evaluated, in part by the
performance of trainees during
training, effectiveness of the feedback
FOCUS | SUMMER 2014 | www.L-TEN.org
http://www.L-TEN.org
Table of Contents for the Digital Edition of Focus Magazine - Summer 2014
Focus Magazine
From the President: Clarity, Community & Career
Table of Contents
Table of Contents
Guest Editor: Your Network and the Connection Ecomony
Front of the Room: Getting Your Head Right
Neuroscience: Neuroliteracy
Introducing LTEN: The Life Sciences Trainers & Educators Network
Communities of Practice: Learning in Action
Are We Living in a Post-LMS World?
Member Solutions: Measuring the Impact of Training
Selling as a Team Sport
From the Training Room to the Board Room
The Science of Changing Sales Behavior
Personalized Medicine: The Coming Revolution
Virtual How: Trends in Selling Models
Member News
Ad Index
Focus Contacts
5 Questions with Nigel Brooksby
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