Part 3: Measuring the impact of training.

There’s a good reason why the executive training budget is usually the first to go when times are tough: it’s because many at board-level don’t really believe that it’s money well spent. (In some cases, I would agree!) To ensure that money is well-spent, we need to measure the impact of training and then to report this back to senior management. This is easier said than done – particularly for some soft-skills training – but here are a few pointers as to how it can be done for negotiation-skills training.

Researchers and practitioners have come up with a five-level structure for assessing the success of negotiation training:

Level 1: Reaction

Was the training enjoyable? Was it useful?

Level 2: Learning

If I test you on the concepts, will you know more than you did before the training?

Level 3: Application

Do you know how to apply the training?

Level 4: Impact

What is the impact of training on important business or organisational outcomes?

Level 5: Return on Investment

What is the ratio of direct and indirect costs of training to the benefits yielded from it?

Levels 1 to 3 are can be measured by the training provider and/or the client organisation. Levels 4 and 5 – for me, the most important metrics – normally require input from HR/sponsor/senior management as well as participants, with advice from your trainer.

A key feature of both the learning experience and the evaluation is the interval between the training and elements of the assessment. At Negotiation Workshop, we require participants to report back, 2 to 3 months post-workshop, how they have applied the training. We find that this is a helpful tool to ensure application of what has been learned, especially as we advise participants prior to the training program that this will take place! So, I guess we’ve added a Level 3a.

Often, it’s not easy to measure Impact and Return on Investment as there are likely to be a number of other factors that influence the results, but it’s worth getting as close to the evaluations as possible. Following some research, it’s generally accepted that, for top-end negotiation skills training programs, the ROI is around 10x. I think this is low which probably reflects assessments over 12 months from courses that don’t include much follow-up.

Follow-up over a decent period of time is key to getting the most from your negotiation-skills training. A good trainer can usually provide this in one form or another or you may wish to appoint a negotiations coach from your own management team. With some initial advice from your training provider, this can be the most effective way of ensuring ongoing application, added value and development of organisational protocols and processes.

Negotiation Skills Training: Are You Getting Your Money’s Worth?

Part 1: Choosing your training provider and influencing program design

Part 2: Transfer of theory into practice

Part 3: Measuring the impact of training