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Training Evaluation at Ryan Door

Autor:   •  August 7, 2017  •  1,729 Words (7 Pages)  •  373 Views

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The third area that will be focused on is the Behavior Level. The behavior level identifies if the trainee uses what was learned in training back on the job (Werner, 2011). The Ryan Door Company was having problems with employees being told how to do their jobs with different types of training methods that were subpar, and ineffective. They had out of date job descriptions, the employee leaving the company would train new employees for one to two weeks depending on time. If this did not happen the new hire would be trained by other employees without any expectations. With this Behavior Level analysis the organization will be able to identify which employees are retaining the information and applying it to their job.


The last step in Kirkpatrick’s Evaluation Framework is Results. At this level, you analyze the final results of your training. This includes outcomes that you or your organization have determined to be good for business, good for the employees, or good for the bottom line ("Kirkpatrick's four-level training," 1996). This will identify if the training or HRD effort improved the organization’s effectiveness? Is the organization more efficient, more profitable, or better able to serve its clients or customers as a result of the training program (Werner, 2011)?

With the Kirkpatrick Evaluation Framework the task force that Jack Ryan put together should be able to design and evaluate a new training program for the organization.

Evaluation Design

The evaluation design that needs to be incorporated is the Pretest/Posttest with Comparison Group. The Pretest/Posttest with Comparison Group refers to an evaluation design that includes trainees and a comparison group. This type of design controls for most threats to validity. (Noe, R., 2013, p. 253) This design measures pre-training, post-training, is average in cost and time, but strong in measurability. (Noe, R., 2013, p. 253)

In the case of Ryan Door, new employees and the comparison group (a selection of current design group employees) would pre-tested on job skills, job requirements, policies, procedures, and perhaps job descriptions, as well as the organizational structure. New employees would then continue through the employee orientation program which provides more details of the organization, their jobs, has orientations with other members of the team they will be on, and orientation with other organizations within the company with whom they must cooperate.

After the formal employee orientation program is completed, a post-test would be administered to each group (trained and comparison group) to determine if training has been


Scott T. McClure Ph.D.


Scott T. McClure Ph.D.: We might also verify by using observers.

effective and if the trainee (new employee) has gained knowledge or the organization, policies, procedures, their jobs, other members of the team, and those they will work with.

This is not the only post-test to be administered. After the post-training test, another post-training test would be administered a few weeks later to see if the learning has been maintained and practiced, and if the employee is performing effectively. This would help verify the training has been effective or that adjustments are needed. (Noe, R., 2013, p. 253)[pic 6]


Training is critical to any organization. However, substandard training can be detrimental to any organization. Ryan Door has a substandard training program that needs redesign. It must determine the outcomes it wants to achieve via training. Therefore, Ryan Door must conduct a thorough training evaluation. Once complete, and a new training program is introduced, an evaluation design must take place. Utilizing a Pretest/Posttest with Comparison Group evaluation design decreases any threat to validity and allows for the organization to establish a baseline of knowledge via a pre-test, see if the newly introduced training program increased knowledge via post-test, and further determined if knowledge and skills were retained via a second post-test. Comparing the results to with Comparison Group results should determine whether the training program was effective or not.

Again, training is important. It starts from the top - mission, goals, and culture - and flows down. Policies, procedures, and quality needs to be inculcated - without the proverbial “Inmates running the asylum” and allowing for group norms to become the standard.


Scott T. McClure Ph.D.


Scott T. McClure Ph.D.: Excellent paper on many levels. You started broadly and worked your way down. Very solid training approach and valid and practical evaluation. Thorough and appropriate use of APA formatting as well. Outstanding!!!


Why is Training Important to a Business? (2009). Retrieved November 17, 2013 from

Werner, J. and DeSimone, R. 2012. Human resource development. 6th ed. Mason, OH: South- Western.

Werner; DeSimone (2013-02-01). Human Resource Development (Page 207). South-Western.

Kindle Edition.

Kirkpatrick's four-level training evaluation model (1996). Retrieved November 17, 2013 from

Noe, R. 2013. Employee Training and Development. 6th ed. New York, NY: McGraw-Hill.

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