Peter Bramley and Heather Hullah
The article by Buckley and Caple which described the concept of the Training Audit seemed to us to be both interesting and stimulating. So much so that we used it as a discussion…
Abstract
The article by Buckley and Caple which described the concept of the Training Audit seemed to us to be both interesting and stimulating. So much so that we used it as a discussion paper on two workshops designed to help training managers to evaluate training. When we were preparing for the workshops, we felt some unease with the scope of the article, and this was confirmed in the workshops themselves.
Presents a three‐level model to enable the design and conduct of an audit of training and development developed from the authors’ consultancy experience working with training and…
Abstract
Presents a three‐level model to enable the design and conduct of an audit of training and development developed from the authors’ consultancy experience working with training and development managers and specialists from diverse medium and large organizations. Describes three levels ‐ event/programme, function and organization levels. Considerably extends the framework first described by one of the authors in an earlier article. This extended model permits the benchmarking of training and development against established best practice. Use of the model enables the identification of where an organization’s training and development can be considered successful and where challenges and opportunities for improvement exist.