To read this content please select one of the options below:

Evaluation – training's ignored leverage point

Dr John O'Connor (Director of Ceres Management, Basingstoke, UK)
Bob Little (Bob Little Press & PR, St Albans, UK)

Industrial and Commercial Training

ISSN: 0019-7858

Article publication date: 6 July 2012




The paper aims to describe the results assessment approach to the evaluation of training and development programmes.


The paper explains the shortfalls with current approaches to evaluation, outlines the research that led to the development of the results assessment approach, and describes a realistic, pragmatic method to evaluate any training initiative.


Ultimately, “results” are what training and development professionals' customers need – and want – delivered, yet training and development professionals think and act within the limits of a training expertise that often lacks the necessary business perspective. Yet, the good news is that it doesn't take a huge effort or costly resources to improve things.

Practical implications

The results of every significant development programme must fall into one or more of the following domains: perception, transfer and impact.

Social implications

The results assessment evaluation model can play a key part in ensuring training and development activities are central to an organisation's goal, aims and objectives.


The paper describes a model that challenges current training evaluation practice and by focusing on business results enables “training” to become a core business partner.



O'Connor, J. and Little, B. (2012), "Evaluation – training's ignored leverage point", Industrial and Commercial Training, Vol. 44 No. 5, pp. 273-280.



Emerald Group Publishing Limited

Copyright © 2012, Emerald Group Publishing Limited

Related articles