Many businesses have embraced the approach of assessing their people's Emotional Intelligence competence. However, assessing skill level does not ensure improvement. In addition, initiating training without gaining insight into the value of the effort with a plan to evaluate the results and the return on investment for the business is of little use. To be effective, the results of the training should be measured.
While improvements from soft skill interventions, such as Emotional Intelligence, can be difficult to determine, they can be measured by employing a variety of methods. To demonstrate value for the individual and the business, the results, when taken together, should indicate a trend toward improvement of skill. And that value should be demonstrated beyond how participants felt about the training and determining if they could perform in the classroom. The focus should be on use of techniques learned on the job and impact on the organ ization or return on investment (level 3 and 4 evaluations). Below are a few steps for obtaining level 3 and 4 evaluations for EI skill-building training.
Inquire if there are other appropriate internal measures such as health care claims, absenteeism, customer or patient satisfaction scores, or employee engagement/satisfaction scores. These measure may be valuable in determining the success of the program based on the organizational goals selected.
Pre and post measures must then be determined. You might use any of the EI assessment surveys available as well as other organizational measures such as organizational assessment surveys, climate surveys or change effectiveness surveys as methods to measure the training. Remember that an EI 360 degree instrument will offer information that provides insight from the broader view of both the participant as well as those that interact with the participant.
A few weeks after the program, conduct impact interviews targeting the objectives identified at the beginning of the program. Be sure to ask for specific examples of improvements in identified goal areas (i.e., less stress and worry, increased productivity, better work/life balance, etc.). Some of the examples may indicate improvements that can be translated into dollar value for the organization (i.e., increased sales, man-hours saved, etc.). Just be sure to generate a conservative estimate when determining ROI.
Start by setting goals for the intervention. It is appropriate to include both organizational goals as well as individual, participant goals. These goals will serve as a benchmark against which to measure results.
The last step is to share the results with your customer and the participants. Sharing positive results reinforces the use of the techniques learned during the training and ensures continued benefit and value for the individual and the organization.
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