Provides how-to strategies for implementing results-oriented training. Explains how to develop a collaborative, "client-consultant" relationship with line managers and to yield better management support for training efforts. Tells how to document bottom-line results of training programs and communicate their value to management in cost-benefit terms.Are your employee training efforts really paying off? In this hands-on guide, two top human resources consultants present a results-oriented, twelve-step approacht that directly links training to specific organizational goals. Here is all the information and guidance you need to create a work environment that reinforces new skills and maximizes training results. You'll also learn to document the effect your efforts have on the bottom line, track subtle but important changes in employee values and beliefs, and demonstrate increased sales and productivity. THE definitive handbook for tracking and cost justification of training and development efforts.Are your employee training efforts really paying off? In this hands-on guide, two top human resources consultants present a results-oriented, twelve-step approach that directly links training to specific organizational goals. You'll also learn to document the effect your efforts have on the bottom line, track subtle but important changes in employee values and beliefs, and communicate a program's importance in cost-benefit terms.

Two of today's leading human resource development experts provide how-to strategies for implementing results-oriented training, showing how to develop a collaborative, "client-consultant" relationship with line managers to yield better management support for training efforts. And they tell how to document bottom-line results of training programs and communicate their value to management in cost-benefit terms.

DANA GAINES ROBINSON is president and founder of the consulting firm Partners in Change, Inc. JAMES C. ROBINSON is chairman of the consulting firm Partners in Change, Inc. Before becoming consultants, both authors managed the training function for major corporations.

Part One: Moving from Activity Training to Impact Training .

1. The Training-for-Activity Trap.

2. The Training-for-Impact Approach.

Part Two: Creating Strategic Partnerships with Management.

3. Identifying Business Needs and Clients.

4. Forming a Collaborative Relationship with Clients.

5. Conducting Initial Project Meetings.

Part Three: Diagnosing Organizational Needs and Making Training Decisions.

6. Assessing Performance Effectiveness.

7. Analyzing Causes of Performance Gaps.

8. Tabulating, Interpreting, and Reporting Results to Clients.

Part Four: Building Evaluation and Tracking Systems into Training Programs.

9. Participant Reactions: Going Beyond "Smile Sheets".

10. Participant Learning: Assessing Development of Knowledge and Skills.

11. Behavioral Results: Evaluating Transfer of Learning to the Job.

12. Nonobservable Results: Identifying Changes in Values, Beliefs, and Cognitive Skills.

13. Operational Results: Measuring Impact on the Business.

Part Five: Using the Training-for-Impact Approach.

14. How and Where to Begin.