Training Industry Magazine - July/August 2019 - 34

Using this model (see Figure 1), we can
essentially tell the extent of the training's
impact - from learners' participation in
the program to business results to ROI to
and how to improve the training impact
in the future. Additionally, by creating
this comprehensive, connected and
cohesive picture of impact, we would
be able to show how valuable it was (in
quantifiable terms) for business leaders
and stakeholders to send their new
leaders through the training early in their
role, as opposed to later, which typically
happens when the everyday demands of
the business seem to take priority.

participants' manager and direct reports.
This was to compare and corroborate that
these leadership behaviors did, in fact,
improve over the post-training period.

Develop leaders who
inspire people to perform
at a higher level and
increase organizational
productivity and profits.

The Training
The leadership training was delivered
to over 2,000 first-time managers to
help them transition from individual
contributors to people leaders, and to
help them ramp up their leadership
skills as early as possible in their new
roles. These skills include coaching
their frontline employees, aligning
their teams to organizational priorities
and recognizing the right behaviors.
These managers could be in their role
anywhere from just a few months to
more than a year before they attended
the training, which is why we wanted
to prove the value of early attendance.
Ultimately, the objective is to develop
leaders who inspire people to perform
at a higher level and, therefore, increase
organizational productivity and profits.

How We Measured Impact
Level 1: A survey was administered to
participants immediately after training,
asking participants to rate various factors
like instructor effectiveness, course
content and relevance to their job.
Level 2: We added several learning
questions to the same post-training
survey. Here, we asked participants
whether they gained new knowledge and
skills that were relevant for their roles.
Level 3: We used multi-rater feedback.
First, we administered a survey three
months post-training that asked
participants to rate the improvement
(if any) they observed in very specific
leadership behaviors. We then gave
these same core questions to both the

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Level 4: To define and isolate the impact
training had on the business, we used a
control group design. That is, we compared
the performance improvements of a
trained group of leaders who had been
through the training (within their first
three to six months as a new leader) and
a twin sample or control group of leaders
who had not yet attended the training
(also within their first three to six months
in their role). For each group, we tracked
their performance three months before the
training and three months after training
to see if there was any improvement. The
control group of untrained leaders was

tracked during the same timeframe, and
all other factors were controlled for (e.g.
tenure, location, team size).
Level 5: To measure ROI, we turned the
performance benefits we found at Level
4 into a dollar value (only the metrics we
could monetize), and then compared
them to the fully loaded cost of training.
Level 6: To understand which factors
impacted ROI, we added several
questions to the original survey asking
participants about their immediate work
environments, such as "how supportive
was your immediate manager when you
tried to apply all your learning?" Answers
to these questions were then analyzed
and correlated to the amount of impact
the training had on their behavioral
improvements and performance.

The Results
Level 1: Satisfaction with training: The
average rating was 4.73 out 5.00 stars.
Level 2: Learning new knowledge and
skills: 97% of participants gained new and
valuable knowledge or skills for their job.
Level 3: Behavioral change on the job:
94% of participants showed "some" to

Figure 1: Level 1-6 Training Measurement Model

6
5

Climates that Maximize?
Return on Investment?

4

Impact the Business?

3

Change Behavior?

2
1

Learn Anything?
Like It?
Training Industry Magazine - July/August 2019

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