Training Industry Quarterly - Winter 2009 - (Page 23) T he need for program objectives is obvious. Objectives provide direction to those people who design, develop, implement, participate in and evaluate learning programs. Whether the setting is brick-and-mortar or the virtual world, objectives position programs for success. In the past, program objectives focused on instruction, knowledge and skills. But in today’s results-based environment, learning programs are expected to go well beyond teaching people what they need to know. Rather, programs are expected to change what people do on the job and contribute to the business. Without objectives addressing these issues, programs are positioned to fail or at least fall below expectation. Therefore, program objectives should go beyond learning. Objectives are powerful in that they provide direction, focus and guidance. They create interest, commitment and expectation. Their effect on different stakeholders varies; therefore, different types of objectives are necessary. Our five-level evaluation framework represents qualitative and quantitative data describing the chain of impact that occurs as participants engage in learning. The five levels along with a category we call Inputs (Level 0) include measures that are important to all stakeholders. By using these levels to categorize objectives, a program is positioned to meet multiple needs, as outlined in Table 1. Table 2 presents six levels of program objectives and their respective measurement focus. Powerful Objectives Objectives position the program for success. Powerful objectives represent the chain of impact as shown in Table 2 (see page 24). They rest on certain conditions and are written with precision. When based on clearly defined needs, the development of powerful objectives becomes easy. Table 1: The Basis for Objectives Objectives are based on needs. If needs are not defined, a flawed program can result, creating inefficiencies as well as other problems. There are five types of needs: payoff needs, business needs, job performance needs, learning needs and preferences. Payoff Needs The highest level of objectives, return on investment, comes from an analysis of payoff needs. To determine the potential payoff, questions are asked such as, “Is the issue worth pursuing?” and “Is there an opportunity to make money, save money, and/or avoid costs?” The answers to these questions are obvious for proposed programs that address problems or opportunities with potentially high rewards. The questions might take longer to answer for lower-profile programs or those for which the possible payoff is less apparent. Business Needs Business needs determine the impact objectives. The question asked when determining business needs is: “What measures, if improved, will help the organization make money, save money and/or avoid costs?” Business needs represent hard measures categorized as output, quality, cost and time. They also represent soft measures categorized as work habits, work climate/satisfaction, customer service, employee development/advancement, creativity/innovation and image. These measures drive profitability and operational efficiency. Job Performance Needs Business needs are addressed when changes in job performance occur. Therefore, after the business needs are defined, questions regarding job performance are asked. These questions include, “What is happening or not happening on the job, that if changed, could address the business needs?” and “What support is necessary to ensure this change takes place?” These job performance needs are reflected in application objectives. Learning Needs To solve job performance needs, some type of knowledge, skill or information is necessary. Therefore, learning needs should always be addressed. When defining learning needs, one question is asked: “What is it that people need to know in order to do what we want addressed?” Learning needs lead to the learning objectives. Once the learning needs are defined, the lowest, yet critical, level of need is addressed. Preference Needs Preference needs describe the best way to deliver the information needed to change performance. Preference needs define who is involved, the resources needs, how the information will be delivered and how the content will appear. Preference needs are the basis for reaction objectives and input objectives. By clarifying the highest level of need first, the program is aligned with the business. Developing program objectives based on these needs position the program to achieve the desired results. Program objectives represent measures of success; therefore, they guide the evaluation process. Figure 1 on page 26 presents the Business Alignment Model. This model shows how business needs drive the program objectives that direct the program evaluation. By aligning the program objectives with business needs, programs are developed with the end in mind. 23
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