If you’ve ever designed, developed, delivered or managed a training program, you might get very excited when you get rave reviews on yourLevel 1微笑床单。而且您应该 - 这是成功的第一个措施和最早的指标。但是，无论您在这里做得如何，问题仍然存在：这会对员工绩效恢复工作会产生积极影响吗？我们希望培训变得有趣而引人入胜，但我们还必须衡量和报告更高水平的影响力，以使我们的企业案例。如果投资者，利益相关者和领导者正在花费数百万美元进行培训，他们希望（并拥有一切权利）询问这种乐趣和吸引力的经验最终将带来更好的员工行为，更大的利润和更强劲的增长。如果我们不给他们这些证据，那么许多持怀疑态度的利益相关者将继续将最具创新性的培训经验视为有趣但轻率的投资。

那么这些持怀疑态度的利益相关者到底想要什么？为什么不出色的1级得分不超过他们的船？要回答这一点，让我们看看“乐趣”将使我们进入更大，更全面的六级培训评估方法。这是对我们可以衡量的所有级别的快速评论：

评估水平1 - 6

1级：他们喜欢吗？Level 1 measures the extent to which training participants react positively to the training experience. Were they engaged? Was it fun? Were they satisfied with the content and the way it was delivered? Was it relevant to their role? Was it worth their time?

Level 2:Did they learn anything?Level 2 measures the extent to which new knowledge and skills were acquired during the training. Are they leaving with critical knowledge and capabilities that will help them do their jobs better?

级别3：Are they doing anything differently and better?第三级衡量参与者返回日常工作的程度，并实际运用他们在培训中学到的知识。他们做得更好吗？他们会更有效或更有效地做某事吗？没有这种应用和知识的转移，培训将永远不会影响业务。

4级：它影响了业务吗？Level 4 measures the extent to which training is improving critical business metrics. That is, did the behavioral improvements and application of new knowledge and skills lead to better business metrics and higher performance? What was the increase in productivity? What was the increase in sales revenue, customer satisfaction or cost-saving efficiencies?

Level 5:Was it worth the investment?5级衡量投资回报率（ROI）。也就是说，特定培训经验的好处大于该培训经验的成本。最终投资回报率表示为原始投资的百分比。

6级：哪些因素使投资回报率最大化？Level 6 is an evaluation of what I call “ROI Maximizers.” This analysis tells you which environmental factors are best at influencing the impact of your training back on the job. Are there things going on in the participant’s immediate work environment (e.g., direct manager support) that are either helping or hindering the impact of all your training efforts?

表格1。

Level	Measures
1	满意：他们喜欢吗？
2	学习：Did they learn anything?
3	在职改进：Did they do something differently or better?
4	商业冲击：这影响了业务绩效吗？
5	ROI:Was it worth it?
6	转移气候：What factors maximize the impact of training?

如果我们看表1，我们会发现有趣而有趣的培训经验将使我们超越1级 - 仅此而已！我们能否要求利益相关者和企业领袖对他们花费的所有美元有多么有趣和吸引力，让他们对他们所花费的所有钱感到满意？当然不是！还有五个级别更重要，并且可以预测良好的投资。如果明天可能会瓦解，您会在汽车上丢掉数万美元，但是您有一个“有趣”的测试驱动器？因为您听说校园很有趣，因此如何投资大学学费（作为付费父母而不是学生）怎么样？我们不能指望企业意识的底线会关心一种有趣的培训体验，而无需告诉他们长期影响的故事。

1级中的值

But that doesn’t mean you should scrap your Level 1! All is not lost. It’s still a valuable data point to collect. The bad news is you need more — but the very good news is that, despite assertions to the contrary, there is actually a correlation between how engaged the learner is during training and how much it might later impact that employee’s application (Level 3) and business benefits (Level 4). The even better news is that there are ways to increase the power of your Level 1 by including all the right questions in the overall score.

1级反应能否预测3级员工行为的改变？

根据我自己的研究和过去15年收集的数据，答案是肯定的，它确实具有一些预测能力。传统上，得出这一结论或在行业中找到研究的原因是，大多数1级评估都不问正确的问题，也不使用正确的扩展。此外，对于他们如何衡量其1级结果（我们的自变量），很少有公司甚至公司内部的任何一致性。除此之外，有效测量3级的L＆D组织的稀缺性（我们的结果变量），并且您有一个几乎不可能证明的假设。

那么，我有什么相关性的证据？我的发现的强度来自多年来我如何收集1-6级数据的一致性。That is, I’ve gathered data and reported findings on over 150 different training programs in over a dozen different companies using the same methodology, and at least a core set of assessment questions to capture Levels 1 and 3. Using this data, the evidence of a relationship breaks up into two key findings:

程序中的相关性

在这里，对于那些非常相同的培训计划，成千上万的内部员工（以五点为准）的成千上万内部员工（以五分为5分）相关。研究中所有参与者的相关性（n = 20,116）为0.31，弱，但考虑到样品的大小，它具有统计学意义。

跨交货模式的差异

在这里，收集了不同交付模式的总体1分数（我们的自变量），然后将相同交付模式的总体3分数（因变量）进行比较。我使用了组内和组之间的方差分析，以确保任何差异都显着，到目前为止，证据令人信服。研究中的主要交付方式包括培训指南，培训视频，基于网络的培训，课堂培训和虚拟现实（VR）培训。从本质上讲，随着培训变得更加复杂，总1级得分提高。简单的教学培训手册和视频在“令人兴奋和引人入胜”中得分最低，VR得分最高。下一步是查看所有交付模式中的任何可用级别3分数，看看这是否逐渐更高的参与度转化为对工作的更高影响。由于对低投资培训手册和视频的全面1-6级研究并不多，因此我最终比较了只有三种不同交付模式的总结果 - 基于网络的自我指导的培训，课堂培训和VR培训。表2结果的简短摘要：

表2。

交付模式	总体1级得分	平均总3分数
在线自我指导	3.8	3.0
课堂	4.4	3.9
虚拟现实	4.9	4.5

As you can see from the table, as the ratings go up for Level 1, so too do the scores for Level 3. The online training scored the lowest on Level 1 and also the lowest on Level 3. Classroom faired considerably better than online for Level 1 and 3. And finally, VR scored the highest on both Level 1 and Level 3. So at least from these findings, it appears that you may at least be able to predict which delivery mode will yield more employee improvement on the job (Level 3) by looking at their initial Level 1 scores.

结论

不要停止衡量级别1。如果您要问正确的问题，那么您的微笑表至少可以给您一些积极的指标，即哪些培训计划具有最高的潜力，可以表现出更多的效果。However, this Level 1 data is nowhere near enough to convince your stakeholders it was “worth it” because it doesn’t capture the real story of impact, which is how much was actually learned, how employee behaviors have changed months after the training, how much business benefit was realized, how much ROI was achieved and how to improve that impact and ROI in the future.

多年来，我的研究经历了所有的研究之后，我将1级视为跨越漫长而危险的桥梁旅程的第一步。一方面，训练活动开始了您的第一步，另一方面，一方面一直在一个非常黑暗和可怕的深渊穿过您试图达到的ROI目的地。整个桥梁一直是潜在的陷阱，您可能会失去立足点，滑过裂缝并坠落至惨淡的训练失败。There’s no way of truly determining for sure who’s going to make it across this treacherous bridge by rating those very first baby steps, and there’s no way of predicting exactly how long it might take them to get there, or how strong they will be when they arrive. But there’s no denying that the ones who start with the strongest steps and the sturdiest footing will certainly inspire the most confidence, and probably have a better chance of making it all the way across to a positive ROI.