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Week 3 Evaluation Rubric and Model

The document outlines a new hire training program evaluation and rubric. It will evaluate the effectiveness of an evaluator new hire training program using Kirkpatrick's four-level model of evaluation. Surveys and audits will be used to assess the trainees' reaction to the program, learning, application of skills on the job, and impact on results. Trainees will be evaluated on their ability to accurately write coaching feedback and complete call quality observations after training. The goal is to see if the training improves evaluators' job performance and helps managers provide better coaching.

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309 views

Week 3 Evaluation Rubric and Model

The document outlines a new hire training program evaluation and rubric. It will evaluate the effectiveness of an evaluator new hire training program using Kirkpatrick's four-level model of evaluation. Surveys and audits will be used to assess the trainees' reaction to the program, learning, application of skills on the job, and impact on results. Trainees will be evaluated on their ability to accurately write coaching feedback and complete call quality observations after training. The goal is to see if the training improves evaluators' job performance and helps managers provide better coaching.

Uploaded by

api-268235985
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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NEW HIRE TRAINING PROGRAM EVALUATION & RUBRIC

Kirkpatri
cks
Method
of
Evaluatio
n*
Descriptio
n and
Likert
Scale
ratings

(Reaction: participants
feelings about the
program).
Based on the training exit
survey, how did the
evaluator rate the
training overall?
2-most of the time
1-some of the time
0-almost never

(Learning: degree to which


employees learned).
Based on three audits of the
evaluators work, completed by
the trainer, did the evaluator
demonstrate basic skills from
training?
2-most of the time
1-some of the time
0-almost never

(Application: transferred training


knowledge to the job).
Based on a manager survey
(completed by the evaluators direct
supervisor), did the evaluator
transfer the knowledge to their job?
2-most of the time
1-some of the time
0-almost never

(Results: how the training helped add


value and contribute to the
departmental goals and objectives).
Based on manager surveys (completed
by receiving managers), how valuable
are these service observances to your
coaching efforts?
2-most of the time
1-some of the time
0-almost never

Rubric
for each
Likert
rating

(2) Entire training was


very helpful, engaging,
and an overall supportive
environment
(1) Some of the time
the training was
engaging and helpful.
(0) I did not feel
supported or engaged
during most of the
training.

(2) Service observances were


mostly written accurately and
included no coaching errors or
spelling/grammatical errors.
(1) Some of the service
observances demonstrated
accuracy with few errors.
(0) Most of the service
observances demonstrated a
lack of knowledge gained from
the training.

(2) Evaluator overall demonstrates


written and coaching skills taught in
the new hire training.
(1) Sometimes the evaluator
demonstrates the skills taught in the
new hire training.
(0) The evaluator rarely or never
demonstrates skills taught in the
new hire training.

(2) Service observances contain


valuable feedback.
(1) Some of the time the service
observances are helpful.
(0) Services observances are not
helpful and mostly irrelevant.

*(McConnell, 2008).
Overview: We will be evaluating the effectiveness of the Evaluator New Hire Training Program from the Department of Quality. In the evaluator job, they
must learn how to write coaching feedback for pre-recorded Enrollment Representative phone calls; they listen for coaching opportunities for that
representative and draft feedback for their manager as well as complete a call quality service observance form for the call. I am using Kirkpatricks Method
of Evaluation as well as the Likert Scale to help assess each area.

Sheena Beckham, AET/570


Week 3

Sheena Beckham, AET/570


Week 3

Surveys will be conducted to identify how helpful the service observances were to the
managers using them
Analyze performance trends to see if managers are utilizing more coaching forms once they
receive service observances

Results

Applicati
on

Manager survey to identify the transfer of knowledge from the classroom to the job.

Assess learning by completing an audit of their frst 3 service observances (evaluations).


Conduct a calibration one week post-training.

Learning

Reaction

Completed by an exit survey at the end of the training (anonymous).


Questions centered around 1. Content 2. Relevance 3. Support.

NEW HIRE TRAINING PROGRAM EVALUATION & RUBRIC

NEW HIRE TRAINING PROGRAM EVALUATION & RUBRIC

References
McConnell, N. J., P.H.D. (2008). ACCOUNTABILITY IN HIGHER EDUCATION: APPLYING KIRKPATRICK'S FOUR-LEVEL EVALUATION METHOD FROM
BUSINESS TRAINING PROGRAMS TO HIGHER EDUCATION PROGRAMS. Paper presented at the 513-521. Retrieved from
http://search.proquest.com/docview/1312376651?accountid=35812

Sheena Beckham, AET/570


Week 3

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