Employee Training Tracking – Measuring Training Effectiveness with KPIs

Tracking employee training and measuring training effectiveness is a key objective of any training and development department. Naturally, you want to make sure that your investment in training new hires and current employees is delivering the expected results. One of the ways to assess the effectiveness of employee training is to establish quality KPIs. When properly created and tracked, they serve as a benchmark for measuring and improving progress toward a broader-based set of goals or objectives. Many organizations find it difficult to find good KPIs, if they have any. To move beyond a “check the box” training strategy and drive real results from your efforts, you need to create quality KPIs based on a number of moving parts. While you can report goals, competencies, and skills within your training, performance, or talent management system, what is often challenging is getting all of these moving parts in sync and tying all of this back to the original training plans.

Quality KPI’s for employee monitoring training effectiveness It must be: a) measurable and quantifiable b) based on the competence c) linked to the competence and d) assigned to the organization Y employee goals. Let’s use a customer service and support scenario as an example in creating quality KPIs to measure the effectiveness of your related training programs.

Measurable and Quantifiable

Some key metrics to measure and quantify are likely to be very tactical in nature: a) call service levels b) call abandonment rates and c) call resolution times. Let’s say your goal is to ensure that 100% of all calls are answered on the first ring, 0 calls are abandoned, and 100% of calls are resolved in less than 5 minutes. Aggressive metrics you have here, but definitely measurable and quantifiable.

Based on competition

In order to achieve your goal metrics as defined above, perhaps a support agent needs to have knowledge and proficiency in a) using the queuing system and b) product knowledge for whatever widgets or services they are supporting. The training you create, deliver, and monitor will obviously build on these competency areas to ensure mastery of the subject.

Linked to competition

So you’ve created and delivered training by competency levels. You track employee training and see that according to the results of the evaluation, the majority consider themselves “competent”. Does this mean that in the actual application of their knowledge they are competent? This is often a missing component in many training programs and requires “offline” job performance measurement. Creating a scoring system by which supervisors rate agents in real-world situations and linking this feedback to the agent’s training transcript helps ensure that training investments and activities are working to deliver the expected results.

Assigned to organizational and employee goals

From an organizational standpoint, from a customer service perspective, you might have a goal of 100% customer satisfaction and zero complaints, as measured by your quarterly customer survey. Every employee has a set of goals that stack up into the big picture. If customer satisfaction is determined by how quickly a customer’s call is answered and how quickly their problem is resolved, then we correctly identified the right metrics that drive these results, we understood what competencies “move the needle” in our metrics and we ensure our competencies. become “competencies” through the measurement of job performance.