An evaluation system of training programs for career development: Content, applicability and perceived importance

In this paper, we present a case study of a leadership training program conducted at a Midwestern corporate university. After meeting with organizational leaders, conducting interviews with participants and taking extensive field notes for the first two cohort groups, the three major aspects that emerged from the analysis of the qualitative data (content, applicability, and perceived importance of attending the session) were used to developed a 12-item evaluation instrument and administered to the subsequent five cohorts over the next 2 1/2 years. Our purpose was to develop a system to improve the training program based on the organization's objectives and participants needs. After validity and reliability analyses, a main finding in this study using both regression and structural equation modeling shows that content was about four times stronger than applicability. Although applicability was not significant, the results are as the evaluation was tailored to the organizations specific needs. We propose that such a method be used by organizations intending to evaluate their training programs on a case-by-case basis. As this system aligns with Kolb's (1984) Experiential Learning and includes participant feedback, such a method would be sufficient for the organization to engage in double-loop learning to improve further renditions of their training programs. This system and finding would have implications for academics and practitioners who are involved in designing training programs for organizations when the focus of the training is managerial development.