Details are as follows:
The first level of training effect-satisfaction, that is, students' satisfaction with the overall curriculum design and teaching methods at the end of the course. This is only a small initial link, which can be solved by questionnaire. There are many factors that hinder its fairness: first, for the vast number of domestic students, everyone usually tends to be satisfied. Secondly, under the premise of excessive pursuit of teaching satisfaction, some course designs will pay too much attention to the interest of the course itself, and students feel that the course itself is perfectly taught, but it is not practical;
The second level of training effect-learning, that is, whether the students really master the content taught, is relatively direct, and the general examination, interview and course case analysis can completely evaluate the students' knowledge mastery. However, the designer's requirements for the scoring mechanism and standard of test papers and case studies are scientific, and the reviewers must be experts who understand this related topic. In addition, because enterprise training is different from university education, it is difficult for students to practice cases with no practical business value, which requires the senior management team to either emphasize the importance of this learning or consider the necessary relevance in case design.
The third level of training effect-adoption, that is, the degree to which students apply what they have learned to work practice. This job requires employees' line managers to have a clear understanding of the structure and content of the course itself, and to know that employees have indeed applied the contents taught in the training. Structured questionnaires or face-to-face interviews can help line managers screen ideas and evaluate employees' knowledge application. In addition, regular experience sharing and exchange can also help the training department to understand the skill application level of employees. It is worth noting that in this link, it is actually necessary to re-examine students' understanding of knowledge, correct deviations, calibrate directions and eliminate misunderstandings.
The fourth level of training effect-performance, that is, the degree to which students improve their own and organizational performance through their own knowledge application, can generally apply the performance appraisal index system to examine the degree of performance changes of employees before and after training. Personally, I think it can be included in the normal performance appraisal procedure of the company. However, the problem that cannot be ignored is that the improvement of employees' performance in a period of time is not necessarily directly caused by training, because employees have more work content, more complicated ability requirements, changes in internal and external environment and resources, and independent learning of employees. Personally, it is necessary to implant statistical analysis methods, such as correlation analysis and linear regression, which can help us find the correlation between training and performance improvement.