Perceptions of training and non-training managers of organizational impact measures based on design intent

Abstract

A recent shift in focus toward training accountability has presented a new challenge for the training profession. Traditional focus for measuring training impact has been on the change in the learner. Requests from management are now turning the focus toward showing changes beyond the learner to the organization. The purpose of this study was to compare the perception of training managers and non-training managers on the design, intent and organizational impact of training. To address the perceived gap between showing traditional training results and current requests for training results, attention to the relationship between the stated objectives in training and the intent of training was made. A review of possible association between these factors and key organizational measurements in training may provide a means to address training results at the organizational level.

The data were gathered from a sample of the study's population of all organizations with 1000 or more employees in Research Triangle area of North Carolina that included training with effective design components. The SAS statistical analysis computing system was used to perform univariate and multivariate analyses of variance on questionnaire data to test the study hypotheses. The findings showed the training manager and non-training manager agree on training intent. They also agree on the results of training with respect to the organizational measurements presented in the study.

Disagreement was found between the two managers in identifying objectives in training programs and in the achievement results in programs that were intended for learning impact. Non-training managers were found to identify business objectives in significantly more programs than the non-training managers. In addition, when measuring results to the learner in the area of gains to learner knowledge and attitude, non-training managers identified gains less often than training managers.

From the findings, it was concluded that the training manager and non-training manager both focus on business results for most, if not all, training. The agreement on intent and actual organizational impact between the two managers shows a unity of direction toward accountability. The difference in identification of objectives indicates a weak link between objectives and intent. In addition, the discrepancy in the interpretation of learner impact between training managers and non-training managers suggests a weak link between what is intended for the program and the results of the program when only learner objectives are present.