Handout 11

HANDOUT 11 – TRAINING AND DEVELOPMENT
Prepared by: Group 6 (Peralta, Jerrylyn C., Panimdim, Glycerin, Artigas, Fred Ryan, Salomson, Krizzele & Remitar,
Juliet
EVALUATION OF TRAINING gives comprehensive feedback on the value of the training programs and their effectiveness in
achieving business goals.
Mcdonald's Philippines continues to give it employees the training they need despite the economic slowdown in the country in 2008.
The company is primarily a "People business" that makes sure development programs given to its employees create a positive impact
on the business.
The Restaurant Curriculum roadmap has four levels:
1. Basic shift management course and the advanced shift management course. The trainee is required to the basic operation foundation
of McDonald's and to familiarize himself/herself with the station so he/she can teach his/her crew now to run the stations.
2. Effective Management Practices Course. When he/she develops " personal leadership, putting people practices in actual practice",
and training in conflict management and work life balance.
3. Restaurants Leadership Practice Course. This focuses on team dynamics and handling restaurant teams as well as understanding
how the company QSC&V, Sales, people and profit lead to optimum results.
4. Business Leadership Practice Course. The trainees are further developed to handle and manage a complete business.
TRAINING EVALUATION LEVELS
Level 1. Reaction: How did the participants feel about the training program?
This level measures the participants’ reaction to the program and how the participants felt about the training or learning experience.
Examples of this evaluation tool include ‘happy sheets,’ verbal reaction, post training surveys or feedback forms that cover topics such
as speaker, venue, content, and materials. Reaction evaluation is quick and very easy to obtain and not expensive to gather or to
analyze. However, it does not ensure that the participants have learned new skills and knowledge.
Level 2. Learning: Is there an increase in knowledge- before versus after training?

Learning evaluation measures the skills, knowledge, and/or attitude that the participants are expected to have learned. It uses pre- and
post- tests, skill practices, role plays, simulations, interview, observation, and other assessment tools.
Level 3: Behavior: Did the participants change their behavior and apply learning back on the job?
Behavior evaluation measures how transfer of knowledge, skills, and attitude has occurred once participants return to their jobs. The
assessment at this level is more difficult and time-consuming than levels 1 and 2 because the behavior change may take time, and
there may be obstacles preventing it from happening. The use of control groups and the survey and/or interview of participants, their
supervisors, project stakeholders, subject matter experts, and others may be necessary to assess extent of change, relevance change,
and sustainability of change. Measurement of behavior change typically requires collaboration with line-managers. It may also relate
to coaching and mentoring programs, annual performance reviews and development planning activities.
Level 4: RESULTS: TO WHAT EXTENT DID THE CHANGE IN BEHAVIOR AFFECT THE ORGANIZATION?
Evaluation of results measures the impact of the training program by the trainee/s on the business such as on output, quality, costs,
time, and customer satisfaction. These measures are usually already in place as part of organization’s key performance indicators. The
challenge is to link these to the trainee and ensure that the learning objectives and what is taught during the training led to increase in
overall performance of the organization. On the individual basis, it is not difficult to measure increase of employee performance
unlike when a whole organization’s performance is measured. It is important that clear accountabilities are established for all
stakeholders.
Level 5. Return on Investment. The final level of evaluation.

Return on Investment (ROI) was proposed by Jack Philips. It involves making estimates or obtaining measurements of the expenses
and benefits connected with a training program thus calculating ROI. ROI is a measure of the economic payback obtained by an
organization over a particular time period in exchange for a given investment in a training program (Philips & Philips, 2008). Philips
has created the methodology as a tool to help organization in measuring the returns on the investment in training activities.
Process of ROI Calculation
Ongoing Evaluation
Assessing training is an ongoing process. It is important that trainers constantly measure the impact of training on organizational
performance and communicate the results throughout the organization.

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HANDOUT 11 – TRAINING AND DEVELOPMENT

The Restaurant Curriculum roadmap has four levels:

TRAINING EVALUATION LEVELS

Level 2. Learning: Is there an increase in knowledge- before versus after training?

Level 5. Return on Investment. The final level of evaluation.

Process of ROI Calculation

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