Part 1: Moving from activity training to impact training
The training-for-activity trap
The training-for-impact approach
Part 2: Creating strategic partnerships with management
Identifying business needs and clients
Forming a collaborative relationship with clients
Conducting initial project meetings
Part 3: Diagnosing organizational needs and making training decisions
Assessing performance effectiveness
Analyzing causes of performance gaps
Tabulating, interpreting, and reporting results to clients
Part 4: Building evaluation and tracking systems into training programs
Participant reactions: going beyond "smile sheets"
Participant learning: assessing development of knowledge and skills
Behavioral results: evaluating transfer of learning to the job
Nonobservable results: identifying changes in values, beliefs, and cognitive skills
Operational results: measuring impact on the business
Part 5: Using the training-for-impact approach
