Relating Training to Business Performance
The Case for a Business Evaluation Strategy – William J. Tarnacki II
We will continue to analyze appropriate measures of reaction, learning and confidence. You will also design progress reports that include measures and reports that describe acceptance of an evaluation system or scorecard. In week seven, you will also analyze the importance of using the evaluation process for decision-making and determine the future challenges that the organization might face as they relate to evaluation. I look forward to all your comments!
To prepare for this Discussion, pay particular attention to the following Learning Resources:
- Review this week’s Learning Resources, especially:
- The Role of an Evaluator – See pdf
- Read Week 7 Lecture – See Word doc .
- 5 Steps – See doc. 5 Steps – See pdf
- Unconscious bias – See pdf –
Respond to two or more colleagues, “See listed below” in the following way:
- Propose two suggestions on your colleague discussion
- Provide a rationale for your suggestions based on your experience and the Learning Resources for the week.
- 3 – 4 paragraphs
- No plagiarism
- APA citing
1st Colleague – Susan Christmas
Week 7 Discussion
Top of Form
The discussion thread for Week 7 is about the role of an evaluator and the necessary steps for becoming an evaluator. Based on our learnings from the week, we are tasked with deciding if we would make a strong evaluator. We are to list the qualifications that we would look for in choosing an evaluator and demonstrate the need for an evaluator for our organization. Finally, we are asked to justify how the addition of an evaluator might improve productivity within the workplace.
Would I make a strong evaluator?
After reading through Chapter 20 of our eBook, I cannot say whether I would make a strong evaluator, but I can say I would have no desire to be a full-time evaluator. Moseley and Dessinger (2010) explain that a full-time evaluator typically does not start their work until after implementation of a project. The evaluator then reconstructs the project and measures the impact of the project initiatives. However, a part-time evaluator starts at the beginning of the project and takes measurements of current levels and desired levels (Moseley & Dessinger, 2010). I think I would be stronger as a part-time evaluator since I would be able to start at the beginning instead of at the end and reconstruct.
Qualifications for Choosing an Evaluator
When choosing an evaluator for my organization, I would be looking for someone with experience in the process of evaluating and someone that has primarily focused on evaluations (a full-time evaluator). Ideally it would be nice if the evaluator was part of a national or international evaluation association because, in theory, they would have a good handle on standards for conducting evaluations (Moseley & Dessinger, 2010).
Need for an Evaluator in our Organization
Using a past employer once again, Echo Bluff State Park, an evaluator was needed so they could come in and analyze the situation, maybe even complete some audits, then report the findings so performance could be improved.
Justification for an Evaluator Improving Productivity
An evaluator might improve productivity because it provides the necessary information that can guide the decision-making process. An evaluation cannot be completed if information is not gathered first. Productivity should eventually improve once decisions are made regarding changes that need to take place.
Moseley, J. & Dessinger, J. (2010). Handbook of Improving Performance in the Workplace, Measurement and Evaluation (Volume 3) Hoboken: Wiley.
Bottom of Form
2nd Colleague – Susan Christmas
Top of Form
Evaluator qualifications are critical to a successful evaluation that will strengthen the program’s level of evidence. A single evaluator or a team of evaluators is fine, so long as all the necessary skills are covered. When selecting an evaluator, it helps if the evaluator has worked with similar programs and has demonstrated experience in conducting the specific type of evaluation described in your evaluation plan. When selecting an external evaluator, focus on the program evaluator and the evaluator’s background and qualifications. What is the extent of the evaluator’s experience with both the content area and the type of evaluation you are planning? Identify the evaluator’s experience with similar interventions and with the type of RCT or QED that the evaluation is using (e.g., an RCT in which schools, rather than students, are randomly assigned to treatment or control). List the key people designing and overseeing the evaluation and ensuring its quality along with their education/training and type and years of experience. Verify that the evaluator can handle the scale and size of the proposed evaluation. Provide at least one example of an evaluation that is similar in size, complexity, and number of sites. Discuss the experience the evaluator has in managing similar evaluation protocols (e.g., this type of sampling, data collection, analysis). If relevant, does the evaluator have the capacity to conduct an evaluation with multiple sites across a broad geographic area? You should talk about whether or not there are conflicts of interest related to the evaluation. Conflicts of interest could be related to a part of the program, the evaluator, or the relationship between the two. For example, has the evaluator played a role in designing the program, or is the person supervising the evaluator also responsible for program implementation and success? If there are conflicts of interest, they should be disclosed and measures to mitigate them discussed.
Evaluator Qualifications and Independence Overview. (n.d.). Retrieved from https://americorps.gov/sites/default/files/document/2013_0~1.PDF
Bottom of Form