Statistics indicate that the most successful companies globally invest a significant amount of their resources on employee training and development. According to research conducted in the US, the resources spend on employee training and education has been increasing by about 14% annually. Other than improving skills and education, measuring the efficiency of the training plays an essential role in boosting employee engagement and training. The measurements and results of previous training are essential indicators when planning future training workshops. On the job training (OJT) is one of the most effective techniques of training and development. Also, companies should ensure that employees exhibit positive outcomes of OJT through improved performance and overall skill development ( Certo, 2018) . Due to the continuous focus on continuous training and development, the company is keen on identifying reliable metrics and methods that will evaluate the return on investment and effectiveness of the employee training program. The paper will analyze ways of measuring the effectiveness of on the job training.
Evaluation Model
Official certification exams, post-training quizzes, participant case studies, employee surveys, and one to one discussions are some of the techniques of measuring the effectiveness of training. The more the information and data collected on the measurable metrics, the better the company will evaluate the effectiveness of OJT. Before the training, it is significant for the company to identify the desired outcome of OJT and the metrics they will use after the training. One of the proven methodologies of measuring the effectiveness of OJT is the Kirkpatrick Evaluation Model. It is a four-level approach that measures the outcomes of corporate training programs such as OJT ( Phillips, 2012) .
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The first level is reaction. The level measures how the employees reacted to the OJT, its relevance, and importance of the training. The level may incorporate the use of questionnaires, surveys, and interviews after the training to collect feedback regarding the learning experience. Some of the issues that can be discussed during the discussion include the relevance of course content, whether they understood the course, SWOT analysis of the program, and whether the training accommodated employee learning style and pace ( Certo, 2018) . After level 1, the company will have a comprehensive feedback on how well the employees received the training and its weaknesses or gaps.
The second level involves learning. The level measures the skills and knowledge gained by employees because of the OJT. Some of the ways of measuring the level include supervisor feedback and report, test scores, course completion and certification, application of skills in a project, and its effects on key performance indicators (KPIs). The second level will allow the company to determine whether the training achieved its objectives, the types of skills that should be developed by the programs, and the scope for improvements regarding the method of delivery and content ( Phillips, 2012) .
The third level involves behavior. The level assists the company to evaluate whether the training has affected employee attitude and performance at the workplace. There are various combinations of metrics that can measure employees’ delivery at work and performance. One of the metrics includes customer complaints, surveys, or comments. Other measures include self-assessment questionnaires, actual job performance (KPIs), informal feedback from managers and peers, on the job observation, and focus groups ( Phillips, 2012) . Some of the topics that should be covered during the assessment include whether employees are confident of sharing the knowledge gained with their peers and how they will use the new skills and knowledge at the workplace.
The fourth level involves results and outcome. The level will allow the company to measure the tangible outcome of OJT such as high morale, reduced production costs, increased sales, improved quality, better marketing leads, faster project completion, employee retention, and increased productivity. Some of the main metric to measure in the level are customer satisfaction index, improved business results, higher morale, improved quality of work and productivity, and reduce turnover and employee retention ( Certo, 2018) .
Implementing all the four levels of the evaluation model may be time-consuming and expensive in large companies. It is not mandatory to measure everything. However, the company must identify the desired outcomes of the training and align it with the evaluation model. Training and development are all about improving group and individual performance that will ultimately affect the overall productivity of the business. It is essential to measure the efficiency of OJT and whether it achieved the desired goals ( Phillips, 2012) . The company should also realize that some benefits of the training may not be measurable. Some factors such as employees feeling valued, appreciated, and increased job satisfaction may not be easily measured. Assisting employees to feel appreciated or valued assets in the company may appear intangible but it is a powerful determinant of the success of the venture.
Conclusion
The paper analyzes ways of measuring the effectiveness of on the job training. Training is all about improving individual, group, and organizational performance. Measuring the effectiveness of training is not beneficial until the company can utilize the outcomes of the study to enhance the learning or training. On the other hand, if the outcomes are undesirable, the company may decide to discard the entire program and select another program. Also, employee training is not a one-time event. Employee training should be a continuous learning path that ensures employees continue being relevant and the company is up to date on emerging issues and trend locally and globally ( Certo, 2018) . A feedback system regarding the training programs will allow the company to achieve its strategic goals through a logical approach.
References
Certo, S. C. (2018). Supervision: Concepts and skill-building : McGraw-Hill Education.
Phillips, J. J. (2012). Handbook of training evaluation and measurement methods : Routledge.
