Training initiatives are widely acknowledged to be a salient feature of the competitive organization’s corporate strategy. Contends that, despite the heavy investment in training, organizations frequently fail to evaluate adequately the value or success of their training programmes. Those companies which do evaluate often use measures considered ineffective by many researchers. Part of the reason for companies’ reluctance to evaluate their training may be confusion as to how and what to evaluate. Reviews some of the barriers to effective training evaluation and outlines the benefits that organizations which do evaluate can invite. Describes the results and implications for organizations of a study undertaken in Europe to answer the question: “What should training evaluations evaluate?” Concludes that neither reactions to training nor immediate post‐training knowledge are predictors of subsequent self‐efficacy (an established indicator of actual performance).
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