The previous model was adjusted and supplemented by Jack Phillips, a specialist in the field of human resource management. He added a fifth step, which involved calculating the benefits of investing in employee training.
J. Phillips's ROI Model
Kirkpatrick was sure that under no circumstances should the fourth level be built on money, and he even claimed that it was impossible to do so. But any organization wants to know how much the monetization of employees' skills has changed. That is why Phillips developed a method for evaluating investments in the training program for subordinates - ROI.
At the beginning of the employee training evaluation process, it is necessary to determine which financial indicators of work performance will be used and compared in a “before” and “after” format. The results are converted into monetary value in order to then calculate the ROI.
An important nuance: the overseas chinese in usa data Phillips model can only be used in those organizations that maintain management and financial accounting.
The author of the model recommended choosing his method only for assessing expensive and long-term training, because it is sensitive to the accuracy and systematicity of information, which makes it resource-intensive.
The ROI formula looks like this:
ROI = (income and expenses) / expenses x 100%
The systemic model developed by Staflebim (CIPP)
In 1971, Daniel Stufflebim, a professor at the American University of Michigan, teamed up with his colleagues and together they created the CIPP systemic evaluation model. This program for the effectiveness of personnel training differs from others in that it can be used to analyze not only the knowledge gained from training, but also the entire training process.
The systemic model developed by Staflebim (CIPP)
There are four levels of assessment in the CIPP model.
The first stage is called Context Evaluation , which means “process evaluation”. At this stage, it is necessary to select development goals and find out whether the staff needs training.
The goals may be the desire to reduce the frequency of personnel turnover, improve the professional level of employees, create a personnel reserve, reduce recruitment costs, become better than competitors. This stage makes it possible to answer the question: "What needs to be done?"
The second stage – Input Evaluation – is an assessment at the entrance. Here, the organization’s capabilities (money, time, etc.) are analyzed, and alternative training options are studied: advanced training, training or retraining of employees.
Managers need to choose the type of training: microlearning , mentoring, training, seminars, professional consulting, etc. The most suitable training program is selected. At this stage, we get an answer to the question: "How to do this?"
The third stage is called Process Evaluation . The learning process is analyzed, and it is determined to what extent everything is going according to plan. Interim conclusions are made. This stage answers the question: "Is everything going according to plan?"
At the last, fourth stage, the product is evaluated ( Product Evaluation ). Here we get an answer to the question: "Did the training program produce the desired results?" The management will be able to understand whether the organization received what it needed.
The downside of the Staflebim model is that it is impossible to know its payback at the beginning of the training. In addition, it has almost no specifics and valuable advice for each stage.
Nevertheless, an HR specialist can use this model to analyze the internal process of personnel training, the ability to be customer-oriented in managers responsible for product sales. This application of the model is described in detail in the book "The Game is Worth the Candle. How to Evaluate the Effectiveness of Business Training?", authored by business trainer Elena Makot