Category Archives: sales training measurement
In my previous posts — How Effective are Your Sales Training Programs? and Order Matters: The Sequence of Sales Training Measurement — I made a business case for measuring the impact of sales training and explained the proper sequence to do so.
At this point, you should be ready to establish your own measurement strategy for sales training . But first, I’ll share five guiding principles to help you through the process.
Principle One: Start Where You Want to End When you start with the end in mind, your measurement plan will be more likely to address those things that matter most to your business. You will be aligned with the outcome that you are trying to achieve. If you identify best practices and then establish current performance as a baseline, you can see where opportunities for improvement exist and track changes along the way. Principle Two: Feedback Is a Gift Giving feedback to the individual going through training should be part of the learning journey. For everything that is measured, make sure the individual has the opportunity to see his/her results and be a part of an ongoing developmental dialogue. Put the individual in charge of his/her learning, and help him/her understand how to use that information to guide his/her continuous learning. When he/she expects and get feedback, there is more engagement and compliance. Principle Three: Methodology Matters It is best to measure performance in » Continue Reading.
Four tips for developing a sequence of sales training measurement
In my previous post — How effective are Your Sales Training Programs? — we made a business case for why companies should invest in sales training measurement. Now that the importance of measurement has been established, it’s vital to adopt the proper measurement sequence to have the greatest impact on performance.
Sales Training measurement is not a one-and-done prospect. The standard pre- and post-test approach isn’t sufficient to achieve lasting change.
The Kirkpatrick Four-level Training Evaluation model has become a cornerstone in the learning industry, looking at reaction, learning, behavior, and results. These traditional measures are familiar and necessary, but they’re not sufficient. At Richardson, we build on the Kirkpatrick model by identifying additional factors that come into play.
Before training individuals, we want to know their natural talents and skills. There’s an important difference between the two. Talent refers to an individual’s aptitude and motivation. Talent is a part of their DNA because people can be great at jobs that are a good fit. The other side of that coin is that while a poor fit can be workable, it’s not optimal. It’s hard to be passionate about a job that doesn’t play to a person’s talents.
The other element involves skills. This is the “how” of doing something. Skills can be observed. If there was a video camera taping a client meeting, what would the camera » Continue Reading.
Why Do You Need to Measure Sales Training?
We measure almost everything in our lives. Starting at birth, a baby’s height, weight, and length are measured. Parents count fingers and toes. They count age by weeks and months and, finally, years. In school, learning is measured by written tests and fitness levels by activity tests.
In sports, we keep score and statistics. Moneyball analysis has become a widely used strategy in evaluating baseball players. When we travel, we measure distance traveled and time to destination using maps and GPS. We wear Fitbits, keep food diaries, and use apps to track calorie intake.
The point is that we track just about everything. Measurement is an integral part of our lives. How can it not be an element of especially when so much is at stake, considering both dollars spent and the potential for performance improvement?
According to recent data, more than 55% of companies spend in excess of $2,000 per employee on training each year (CSO Insights). TrainingIndustry.com reported that, for 2013, the most recent numbers published, companies in North America spent approximately $142 billion dollars on training; globally, the investment in training was approximately $307 billion.
These are significant numbers. So, when someone asks me why they should have a strategy for measuring training effectiveness, my short answer is, “Why wouldn’t you?” How could any organization not grab the opportunity to measure progress made, » Continue Reading.