Assignment # 5 HRD 3303
Putting a Value on Training
1.) What data collection method did BGCA use to address the problem?
“BGCA built a training program around four subjects. The program involved both intensive classroom work and a project chosen by each local team; projects ranged from implementing new HR processes to deepening the impact of afterschool programs. By the end of 2009, over 650 leaders from approximately 250 local organizations had been trained.”
2.) What quantitative analysis and qualitative approaches did BGCA use to assess the programs?
“Where the leaders of local organizations had received training, BGCA compared their pre- and post- training results. Most important, it also compared the post- training results against those of a control set organization, which had similar characteristics, but had not yet done the training. With the use of these controlled pairs, however, BGCA was essentially able to screen out the impact of external factors on memberships and fund-raising.
Besides the quantitative analysis, BGCA used qualitative approaches such as surveying local board members before and after the training, to assess the leaders’ changed in behavior related to board leadership.
3.) Briefly describe the lessons learned from the BGCA program that would apply to for=profit organizations.
A retailer pursuing better customer service and sales growth, for example, could train employees by getting its managers to provide real-time coaching and to role-model best-practice customer-engagement techniques. Rather than just measuring the managers time allocation the retailer should measure the impact of its programs through hard business metrics, such as sales, basket sizes, and conversion rates in critical categories or departments. They need to improve their operations by teaching the supervisors coaching-skills but rather than tracking only how many mangers have been trained.
1.) What data collection method did BGCA use to address the problem?
“BGCA built a training program around four subjects. The program involved both intensive classroom work and a project chosen by each local team; projects ranged from implementing new HR processes to deepening the impact of afterschool programs. By the end of 2009, over 650 leaders from approximately 250 local organizations had been trained.”
2.) What quantitative analysis and qualitative approaches did BGCA use to assess the programs?
“Where the leaders of local organizations had received training, BGCA compared their pre- and post- training results. Most important, it also compared the post- training results against those of a control set organization, which had similar characteristics, but had not yet done the training. With the use of these controlled pairs, however, BGCA was essentially able to screen out the impact of external factors on memberships and fund-raising.
Besides the quantitative analysis, BGCA used qualitative approaches such as surveying local board members before and after the training, to assess the leaders’ changed in behavior related to board leadership.
3.) Briefly describe the lessons learned from the BGCA program that would apply to for=profit organizations.
A retailer pursuing better customer service and sales growth, for example, could train employees by getting its managers to provide real-time coaching and to role-model best-practice customer-engagement techniques. Rather than just measuring the managers time allocation the retailer should measure the impact of its programs through hard business metrics, such as sales, basket sizes, and conversion rates in critical categories or departments. They need to improve their operations by teaching the supervisors coaching-skills but rather than tracking only how many mangers have been trained.