Mutual monitoring: A problem‐solving approach to evaluating the effectiveness of the training function

Abstract

▪ Have you, the training manager, ever wondered how good your training department really is? ▪ Have you sometimes thought you are misunderstood? ▪ Do you sometimes feel disembodied — floating free of firm links with your board of directors? ▪ Do you ever wonder what on earth you ought to be doing, or which way to turn? — If so, it is possible that a process we call ‘mutual monitoring’ will help you to get your bearings and provide a measure of support. We are using it in ICI, not primarily in response to the questions above, but because circumstances compelled us to think of some better way of managing the training function than simply budgets, establishments and levy/grants. We look on it as a way of forming a reasoned, agreed judgment about the effectiveness and health of the training function, in such a way that the benefit of doing so outweighs the cost.

Citation

EVERARD, K. (1974), "Mutual monitoring: A problem‐solving approach to evaluating the effectiveness of the training function", Industrial and Commercial Training, Vol. 6 No. 7, pp. 304-308. https://doi.org/10.1108/eb003403