企业培训是提升员工能力和组织绩效的重要手段，但如何评估培训的效果却是一个长期困扰企业的难题。传统的培训效果评估方法通常只关注培训过程中的满意度、参与度和学习度，而忽略了培训后的行为转变和业绩提升，导致无法准确反映培训对个人和组织的真实价值。此外，传统的培训效果评估方法也缺乏系统性和全面性，无法从多个维度和角度对培训效果进行深入分析，也无法为改进培训质量和效率提供有效的指导。

为了解决这些问题，本文介绍了一种基于四级模型和平衡计分卡的培训效果评估方法，该方法能够从多个维度和角度对培训效果进行全面、客观和科学的评估，并提供了改进培训质量和效率的建议。

The four-level model was developed by American educator Kirkpatrick (Kirkpatrick) in1959年提出的一种广泛应用于企业培训领域的培训效果评估模型，它将培训效果分为四个层次：

The first level: the reaction level, that is, the participants' satisfaction, interest and attitude towards the training activity itself;

第二层次：学习层次，即参与者在知识、技能和态度方面的学习成果；

第三层次：行为层次，即参与者将所学知识、技能和态度应用于工作岗位上的程度；

第四层次：结果层次，即参与者的行为转变对个人、团队和组织产生的影响。

四级模型的优点在于它能够从不同层面反映出培训活动对参与者和组织产生的价值，同时也能够发现存在于不同层面之间的差距，从而为改进培训设计、实施和跟踪提供依据。然而，四级模型也存在一些局限性，主要表现在以下几个方面：

四级模型的评估指标过于单一和静态，无法反映培训活动在不同时间段和不同环境下的效果；

四级模型的评估方法过于主观和定性，无法提供可量化和可比较的评估结果；

四级模型的评估过程过于独立和线性，无法考虑培训活动与其他组织因素之间的相互影响和协同作用。

为了克服四级模型的局限性，本文提出了一种结合平衡计分卡的培训效果评估方法，该方法能够从多个维度和角度对培训效果进行全面、客观和科学的评估，并提供了改进培训质量和效率的建议。

平衡计分卡是由美国哈佛大学教授卡普兰（Kaplan) and Norton, president of the consulting firm (Norton) in1992A comprehensive strategic management tool proposed in the year, which divides the strategic objectives of the organization into four dimensions:

financial dimensions, I .e. the financial performance and profitability of the organization;

customer dimension, I .e. the satisfaction and loyalty of the organization to external customers;

The internal process dimension, I .e., the operational efficiency and innovation capabilities within the organization;

dimension of learning and growth, that is, the ability improvement and potential development of organizational employees.

The advantage of the balanced scorecard is that it can reflect the overall performance of the organization from multiple perspectives, while also establishing causal relationships between different dimensions to support the development, implementation and monitoring of organizational strategy. However, the Balanced Scorecard also has some challenges, mainly in the following areas:

The development process of the balanced scorecard needs to fully consider the organization's strategic goals, vision and values, as well as the corresponding evaluation indicators, target values and action plans;

The implementation process of the Balanced Scorecard requires effective communication, coordination and motivation of cooperation and cooperation among all levels and departments within the organization;

The monitoring process of the balanced scorecard needs to collect, analyze and feedback the evaluation data on a regular basis, and adjust and improve according to the actual situation.

In order to combine the advantages of the four-level model and the balanced scorecard, this paper proposes a training effect evaluation method based on the four-level model and the balanced scorecard. The method includes the following steps:

Step 1: Identify training objectives. According to the organization's strategic objectives, vision and values, as well as the results of the training needs analysis, the specific objectives to be achieved by training activities, including knowledge, skills, attitudes, behaviors and results.

Step 2: Develop a training plan. According to the training objectives, design training content, methods, materials, venues, time and other elements, and develop training budget, personnel arrangements, risk response and other measures.

第三步：实施培训活动。按照培训计划，执行培训内容，并在培训过程中收集参与者对培训活动本身的反馈数据。

Step 4: Evaluate the effectiveness of the training. According to the four-level model and the framework of the balanced scorecard, the training effect evaluation scheme is designed and implemented, including the selection of evaluation indicators, the determination of evaluation methods, the collection of evaluation data, the analysis of evaluation results and so on. Specifically, the training effect can be evaluated from the following four dimensions and perspectives:

The financial dimension, I .e. the impact of training activities on the organization's financial performance and profitability, mainly involves the fourth level of evaluation indicators, such as training input-output ratio, training return rate, training cost savings, etc;

Customer dimension, that is, the impact of training activities on external customer satisfaction and loyalty, mainly involves the fourth level of evaluation indicators, such as customer satisfaction, customer loyalty, customer retention rate, customer recommendation rate, etc;

The internal process dimension, that is, the impact of training activities on the operational efficiency and innovation ability within the organization, mainly involves the third and fourth levels of evaluation indicators, such as work efficiency, work quality, work innovation, work cooperation, etc;

学习与成长维度，即培训活动对组织员工的能力提升和潜力开发的影响，主要涉及第一层次和第二层次的评估指标，如学习满意度、学习成果、学习转移、学习动机等。

Step 5: Suggestions for improvement. According to the evaluation results, analyze the advantages and disadvantages of training activities in different dimensions and angles, and put forward suggestions to improve the quality and efficiency of training, including improving training content, methods, materials, venues, time and other elements, as well as improving training budget, personnel arrangements, risk response and other measures.

In order to illustrate the application and effect of this method in practice, this paper briefly introduces the case of an automobile manufacturing enterprise served by Shangpu Consulting. In order to improve the communication skills and teamwork ability of employees, the company commissioned Shangpu Consulting to design and implement a series of training activities, and used the method proposed in this paper to evaluate the training effect. Specifically, the company evaluated the training effectiveness from the following four dimensions and perspectives:

In the financial dimension, by comparing the cost of working hours, absenteeism, and turnover rates of employees before and after training, the company found that training activities helped employees save on working hours and reduced the absenteeism and turnover rates, thereby improving the company's financial performance and profitability. Specifically, the firm calculates a training input-output ratio1:3.That is, for every yuan of training costs invested, it can generate3.5Financial income of RMB.

In the customer dimension, the company collected indicators such as customer satisfaction and loyalty to the company's products and services before and after the training through questionnaires, telephone interviews, and online reviews, and found that the training activities improved the communication skills and teamwork capabilities of employees., Thereby improving customer satisfaction and loyalty. Specifically, the company counted the increase in customer satisfaction after the training.15%, customer loyalty increases12%, customer retention has increased10%, the customer referral rate increased8%。

In the internal process dimension, the company collected indicators such as work efficiency, work quality, work innovation, and work cooperation of employees before and after training through observation records, work reports, and performance appraisal. It was found that training activities improved employees' communication skills and teamwork. Ability, thereby improving the internal operational efficiency and innovation ability of the enterprise. Specifically, the company measured the increased productivity of employees after training.18%The quality of work has improved.16%, work innovation has improved14%Work cooperation has improved.12%。

学习与成长维度，该企业通过反馈表、测试题、行为评估等方式，收集了培训过程中和培训后员工的学习满意度、学习成果、学习转移、学习动机等指标，发现培训活动符合员工的学习需求和期望，有效地传授了员工所需的知识、技能和态度，并促进了员工将所学应用于实际工作中，从而提高了员工的能力和潜力。具体来说，该企业统计出了培训过程中员工的学习满意度为95%，培训后员工的学习成果为90%，学习转移为85%，学习动机为80%。

根据评估结果，尚普咨询为该企业提出了以下改进建议：

在财务维度方面，建议该企业继续跟踪培训活动对财务表现和利润能力的长期影响，并根据市场变化和竞争情况，调整培训预算和投入产出比的目标值；

在客户维度方面，建议该企业进一步加强与客户的沟通和互动，并根据客户的反馈和建议，改进产品和服务的质量和特色；

在内部流程维度方面，建议该企业持续优化内部流程和制度，并根据员工的意见和建议，改进工作环境和氛围；

在学习与成长维度方面，建议该企业定期开展员工的培训需求分析，并根据员工的发展规划和职业道路，设计个性化和多样化的培训方案。

总之，本文介绍了一种基于四级模型和平衡计分卡的培训效果评估方法，该方法能够从多个维度和角度对培训效果进行全面、客观和科学的评估，并提供了改进培训质量和效率的建议。本文还结合尚普咨询服务过的某汽车制造企业的案例，展示了该方法在实践中的应用和效果。希望本文能够为企业培训效果评估提供一些参考和启示。