Tracking employee Training - Measuring Training Effectiveness With Kpis

Tracking laborer training and measuring training effectiveness is a key objective of any training and development department. Naturally, you want to ensure your speculation in training of new hires and current employees delivers the improbable results. One of the ways to compare the effectiveness of laborer training is by establishing ability Key operation Indicators (Kpi). When created and tracked properly, they serve as a benchmark to part and improve enlarge towards a set of broader based goals or objectives. Many organizations find it hard to come up with good Kpi's, if any at all. In order to move beyond a "tick the box" training strategy and drive real results from the efforts, you must generate ability Kpi's based on a whole of intriguing parts. While you can narrative on goals, competencies and proficiencies within your talent, operation or training administration system, it is the synchronization of all these intriguing parts and linking this all back to the original training plans that is often a challenge.

Quality Kpi's for tracking laborer training effectiveness should be: a) measurable and quantifiable b) competency based c) connected to proficiency and d) mapped to organizational and employee goals. Let's use a customer sustain and aid scenario as an example in creating ability Kpi's to part the effectiveness of your connected training programs.

Training

Measurable and Quantifiable

Tracking employee Training - Measuring Training Effectiveness With Kpis

Some key metrics to part and quantify are likely very tactical in nature: a) call aid levels b) call abandon rates and c) call resolution times. Let's say you aim ensure 100% of all calls are answered on the first ring, 0 calls are abandoned and 100% of calls are resolved in under 5 minutes. Aggressive metrics you have here, but definitely measurable and quantifiable.

Competency Based

To hit your target metrics as defined above, possibly a sustain agent must be knowledgeable and competent in a) the use of the phone queue principles and b) goods knowledge for anything widget or aid they are supporting. The training you create, deliver and track would obviously be based upon colse to these competency areas to ensure mastery of the branch matter.

Linked to Proficiency

So you have created and delivered training by competency levels. You track laborer training and see that by estimation results, most all are deemed "competent". Does this mean that in the actual application of their knowledge they are proficient? This is often a missing component in many training programs and requires "offline", on-the-job operation measurement. Creating a scoring principles whereby agents are graded by supervisors in live situations and linking this feedback to the agent's training transcript helps ensure that the training investments and activities working towards delivering the intended results.

Mapped to Organizational and laborer Goals

Organizationally, from the customer sustain perspective, you may have a goal of 100% customer pleasure and 0 complaints, as measured in your quarterly customer survey. Each laborer has a set of goals that roll up into the bigger picture. If customer pleasure is carefully by how quickly a customer's call is answered and how fast their problem is resolved, then we've correctly identified the right metrics that drive these results, understood what competencies "move the needle" on our metrics and ensured our competencies come to be "proficiencies" through on-the-job operation measurement.

Tracking employee Training - Measuring Training Effectiveness With Kpis