This course contains the use of artificial intelligence.

Your best-rated programme scored 4.8. That number tells you the trainer was likeable. It tells you nothing about whether anyone works differently.

The form handed out in the room

People tick fours and fives on the way out, the average goes into a slide, and the slide goes upstairs. A year later the training budget is the first one cut, because when someone asks what the company got for the money there is no answer that survives a follow-up question. And the honest reason is not that measurement is hard. It is that the programme was designed from its content rather than from a result, so there was never anything specific to measure — no stated change in behaviour, no baseline, no comparison group, and no agreement in advance about what "it worked" would look like.

What this course covers

Forty-two lessons that start before the training and finish in front of a finance director. Design first, because evaluation is decided there: how adults learn, ADDIE, assessing what the organisation needs, shaping the end goal, linking learning objectives to business goals, mapping the journey, what actually affects an outcome, the nine stages of learning and its bottlenecks, transfer into the workplace as the real measure of benefit, sixteen factors that decide whether anything gets used, the manager's role, support after the session, and then the evaluation itself — why to do it, the types of evidence that learning produced something, the problems it runs into, the six steps of the process, and how to report it upwards. Then what is being evaluated: Dale's Cone, how effectiveness is assessed, programme design, the four-stage cycle, group dynamics and resistance, the toolkit, and online delivery. Then the first level of measurement: survey types, questionnaire design, scales, the length at which answers stop being honest, response rates, and reading the open answers where the content lives. Then the machinery: framing the analytical question, selling analytics to management, segmentation, employee lifetime value and return on the workforce, lifecycle mapping, hiring and performance analytics, turnover, key driver analysis, correlations, multiple regression with R-squared and analysis of variance, trend forecasting, and designing an experiment with a control group. Finally the function: audit, strategy and budget, choosing and paying trainers, analysing business needs at every level, justifying the cost, presenting the value, results-based instructional design, development programmes, talent management, competency models, evaluating an external provider on something other than their proposal, and getting a result from distance learning.

Why there is turnover and hiring analytics in a training course

The analytics block reaches past learning into recruitment, turnover and performance. That is deliberate. The effect of a programme is never visible in the programme — it shows up in retention, in how quickly someone becomes productive, and in their performance rating, which means you need the same instruments the rest of the people function uses. One lesson deserves singling out: the experiment with a control group is the only honest way to separate the effect of your programme from everything else that happened in the company during the same three months.

Who is teaching this

I am Mike Pritula. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.

What is included

• Lifetime access to all 42 lessons

• Active instructor support in the Q&A section

• A Udemy Certificate of Completion

• Working material: ADDIE, the needs assessment, the business-outcome definition, the learning journey map, the sixteen transfer factors, the six-step evaluation process, questionnaire design, key driver analysis, regression in a spreadsheet, control group design, the training business case and the provider evaluation

• Statistics taught from the first step, in a spreadsheet, with learning data

Where to start

Take your best-rated programme from last year and write down what people do differently because of it. If the sentence will not come, that is exactly what this course fixes. Enrol now and start today.