Enterprise training is an important means to improve employee ability and organizational performance, but how to evaluate the effect of training is a long-term problem for enterprises. The traditional training effect evaluation method usually only focuses on the satisfaction, participation and learning degree in the training process, and ignores the behavior change and performance improvement after training, which leads to the failure to accurately reflect the true value of training to individuals and organizations. In addition, the traditional training effect evaluation method is also lack of systematic and comprehensive, which can not analyze the training effect from multiple dimensions and angles, and can not provide effective guidance for improving the quality and efficiency of training.

In order to solve these problems, this paper introduces a training effect evaluation method based on the four-level model and the balanced scorecard. This method can evaluate the training effect comprehensively, objectively and scientifically from multiple dimensions and angles, and provides improvement. Suggestions for training quality and efficiency.

The four-level model was developed by American educator Kirkpatrick (Kirkpatrick) in1959A training effectiveness evaluation model widely used in the field of enterprise training, which divides training effectiveness into four levels:

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

Level 2: the learning level, I .e. the learning outcomes of the participants in terms of knowledge, skills and attitudes;

The third level: the behavioral level, that is, the degree to which participants apply the knowledge, skills and attitudes they have learned to their jobs;

The fourth level: the result level, that is, the impact of the participant's behavior change on individuals, teams and organizations.

The advantage of the four-level model is that it can reflect the value of training activities to participants and organizations at different levels, and it can also identify gaps between different levels, thus providing a basis for improving training design, implementation and tracking. However, the four-level model also has some limitations, mainly in the following areas:

The evaluation index of the four-level model is too single and static to reflect the effect of training activities in different time periods and different environments;

The evaluation method of the four-level model is too subjective and qualitative to provide quantifiable and comparable evaluation results;

The evaluation process of the four-level model is too independent and linear to consider the interaction and synergy between training activities and other organizational factors.

In order to overcome the limitations of the four-level model, this paper proposes a training effect evaluation method combined with the balanced scorecard. This method can comprehensively, objectively and scientifically evaluate the training effect from multiple dimensions and angles, and provides improvement. Suggestions for training quality and efficiency.

The Balanced Scorecard was developed by Harvard University professor Kaplan (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.

Step 3: Implement training activities. According to the training plan, implement the training content, and collect the feedback data of the participants on the training activity itself during the training process.

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;

The dimension of learning and growth, that is, the impact of training activities on the ability improvement and potential development of organizational employees, mainly involves the first and second levels of evaluation indicators, such as learning satisfaction, learning outcomes, learning transfer, learning motivation, etc.

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%。

Learning and growth dimension, the enterprise collects the learning satisfaction, learning achievement, learning transfer, learning motivation and other indicators of employees during and after the training through feedback form, test questions, behavior evaluation and other ways, and finds that the training activities meet the learning needs and expectations of employees, effectively impart the knowledge, skills and attitudes required by employees, and promote employees to apply what they have learned to practical work, this improves the ability and potential of employees. Specifically, the company counted the learning satisfaction of employees during the training process.95%, the learning outcomes of employees after training are90%, learning transfer85%, learning motivation is80%。

Based on the results of the assessment, Champ Consulting made the following recommendations for the company to improve:

In terms of financial dimensions, it is recommended that the enterprise continue to track the long-term impact of training activities on financial performance and profitability, and adjust the target values of training budget and input-output ratio according to market changes and competition;

In terms of customer dimension, it is suggested that the enterprise should further strengthen the communication and interaction with customers, and improve the quality and characteristics of products and services according to customers' feedback and suggestions;

In terms of internal process dimensions, it is recommended that the company continuously optimize internal processes and systems, and improve the working environment and atmosphere according to the opinions and suggestions of employees;

In terms of learning and growth dimensions, it is recommended that the company regularly carry out employee training needs analysis, and design personalized and diversified training programs based on employee development plans and career paths.

In short, this article introduces a training effect evaluation method based on a four-level model and a balanced scorecard. This method can comprehensively, objectively and scientifically evaluate the training effect from multiple dimensions and angles, and provide improvement in training quality and efficiency. Suggestion. This paper also shows the application and effect of this method in practice with the case of an automobile manufacturing enterprise served by Shangpu Consulting. It is hoped that this paper can provide some reference and enlightenment for the evaluation of enterprise training effect.