Post-Event
As Kirkpatrick’s model shows, the evaluation of learning does not end in the classroom. If you want to get close to Level 3 or 4 evaluation, the embedding and evaluation of the learning has to occur back in the workplace. Now we know that this has to occur through the line manager, who understands more about the the day-today roles of their team members, and provides a level of gravitas to the evaluation process in the eye of the participant. So before you proceed with delivering your learning interventions, ask yourself these questions:
1) Does the manager fully understand the learning and expected behavioral/knowledge outcomes of the intervention?
2) Have they been provided with tools, documentation and explanation to support the evaluation process?
3) Does the manager have the coaching, mentoring or feedback capability to undertake the evaluation process?
4) What communications are you going to undertake to follow up and ensure evaluation has taken place in the appropriate manner?
So as you can see, the most crucial communications you will make as a learning practitioner is not to your delegates, but to the key stakeholders in the business who will support the delegates in their ongoing development journey.
Stakeholder management
The pre and post communications around learning interventions are just one form of communication that you need to undertake with your stakeholders in the business. Building an energy and momentum around learning is vital and requires notonly change seminars and workshops, but water-cooler conversations, regular emails (to other electronic communications such as Whatsapp group chats etc), newsletters – different forms of communications that reinforce what you are trying to achieve in he organization through learning.
Take a page out of the corporate account manager’s manual – key account management and keeping your “clients” happy and engaged with your “product” through regular reinforcing communication and “offers” will continually raise the profile, engagement with and support of the learning message in your business.
Chris Jones has worked in L&D for 15 years, at all levels within a number of customer and people-oriented organizations. He has L&D functions & projects across the UK, European, Asia-Pacific and MENA regions, as well as an independent consultant for a number of global organizations.
He is currently the Learning & Performance Partner, responsible for leading the learning, performance development and talent management for the Middle East Hub of Pearson, the world’s leading learning company. He is also a part-time tutor on the Global MBA Program at Durham Business School, UK.
Management