Level one feedback is more commonly known as the survey you take at the end of a training program.
Some trainers derisively call these surveys "smile sheets" because they are often used for nothing more than confirming everyone had a great time. I must admit I haven't always put a lot of stock in them.
But I leaned heavily on level one feedback for a recent project.
My first full-length training video, Customer Service Foundations, launched on Lynda.com in 2014 and has garnered more than 2.4 million views. In late 2017, I was approached by the company and given the opportunity to update the course with a new version.
The revision included a tighter script, new scenes, and re-shooting the entire thing. Many of the revisions I made came directly from level one feedback. (You can see the finished course here.)
Here's what I did and how you can apply the same lessons to your next training project.
A Quick Overview of Level Ones
The term "level one" comes from a training evaluation model attributed to Donald Kirkpatrick. It's one of four levels in the model:
- Level 1 = Reaction
- Level 2 = Learning
- Level 3 = Behavior
- Level 4 = Results
Kirkpatrick defines level one specifically as "the degree to which participants find the training favorable, engaging and relevant to their jobs." You can watch a short primer on the Kirkpatrick model here.
There's one question I always ask project sponsors who request training. It's a bit of a show stopper because 90 percent of the time my client hasn't thought of the answer.
How will we evaluate the success of this program?
A good answer can drive results. For instance, let's say you want to train employees to better handle customer complaints.
There are a whole host of questions you would need to ask before doing the training if you wanted to evaluate it:
- What are customers complaining about?
- What is a successful complaint resolution?
- What are employees doing now?
- What do we want employees to be doing instead?
- What other factors besides training might influence complaint handling?
These questions can move you from generic training to a targeted intervention that actually reduces complaints and keeps customers happy.
Getting better results is just one reason why you should evaluate your training program. Here are five more.
Why You Should Evaluate Training
Reason #1: Learn whether it works. Training is not always effective. One company spent tens of thousands of dollars on leadership training. Participants gave the course high ratings on post-training surveys and some even described it as "life changing." Yet a closer analysis revealed participants were not actually becoming better leaders as a result of the training. Funding for the program was eventually cut because there were no results to justify the cost.
Reason #2: Develop credibility. Customer service representatives were skeptical about a procedure they were being trained to use. They weren't convinced it would work until the trainer shared evaluation data from a pilot class that showed their colleagues had dramatically improved results using the new procedure. This gave the training greater credibility and the participants agreed to try using the new process.
Reason #3: Improve your programs. A client recently hired me to develop a customized customer service training program. We did a pilot session and it received excellent reviews, but our evaluation also identified a number of places where the program could be improved. The result was a much better program once it was introduced to all of my client's employees.
Reason #4: Meet sponsor expectations. The CEO of a small company asked me to conduct training to help customer service reps convert more inquiries into sales. The current conversion rate was 33 percent and the CEO felt employees could achieve 35 percent after the training. A post-training evaluation revealed the conversion rate rose to 45 percent, which made the CEO extremely happy!
Reason #5 Get more funding. A client hired me to conduct customer service training with her staff. They had received numerous complaints and she knew they needed to improve. We were able to demonstrate the training helped significantly reduce complaints and dramatically improve service levels, which allowed my client to get her boss to approve funding for additional training programs.
Here's a short video that explains more about the importance of evaluating training.
It's budgeting season for many companies, which means your training programs may be at risk.
Many of my clients are looking for cheaper ways to deliver customer service training. They're facing pressure from executives to cut costs, but they don't have hard data to prove their training program is working.
Others are trying to get new funding for expansion, but they're having an equally tough time making their case.
Forget the lofty platitudes like "training is an investment" or "it will help our employees grow." You'll need to back up those statements with some real numbers if you want them to fly in the c-suite.
Here are three deadly evaluation mistakes to avoid if you want to make a solid case.
Mistake #1: No goals
If your training program lacks goals, you're sunk.
It's impossible to evaluate training if you haven't set any goals that provide a target to evaluate your program against. I don't mean fluffy goals like "inspire employees to WOW customers" or some other platitude. Trust me, most executives find these worthless.
I'm talking about concrete goals that are set using the SMART model (Specific, Measurable, Attainable, Relevant, and Time-Bound). Here are some examples:
- Customer service employees will reduce monthly escalations 15% by 12/31.
- We will reduce customer churn by 10% by 1/31.
- The Support Team will improve customer satisfaction 5 points by 2/28.
Setting goals often results in another important activity.
You need to have baseline measurements in place before you set a goal. It's pretty hard to reduce monthly escalations by 15 percent if you don't know how many escalations you have now, or why they're happening. So, the goal-setting process often forces managers to start measuring how their department brings value to the business.
Mistake #2: No linkages
Many training programs fail to link the training to the goals. Here's how a typical organization approaches training evaluation.
- Survey participants after the class
- Customer service improves
That part in the middle is absolutely critical.
In his book, Telling Training's Story, Robert Brinkerhoff outlines a simple method called a Training Impact Model for making that critical connection. You do it by working backwards from business goals to the training itself.
- Establish business goals (see Mistake #1)
- Determine results needed from employees to achieve the goals.
- List actions needed to accomplish desired results.
- Identify knowledge and skills needed for those actions.
Here's an example for reducing escalations:
- Goal: Reduce monthly escalations 15% by 12/31
- Results: Resolve issues to customers' satisfaction without escalation
- Actions: Apply the LAURA technique
- Knowledge & Skills: Active listening, expressing empathy
So, my training in this case should focus on developing active listening skills and empathy. I'll want to set clear learning objectives using the A-B-C-D model so I can easily evaluate whether training participants have actually learned the right skills..
And, I'll also want to develop a workshop plan make sure employees aren't considered fully trained until I can observe them using the LAURA technique on the job.
Mistake #3: No financials
You'd better have some numbers if you're going to a budget meeting.
Many trainers are uncomfortable working with financials, so they avoid them. Or worse, they spout bogus metrics like telling people that ROI equals "Return on Inspiration." (Sadly, that's a true story.)
Your CFO will laugh at you if you refer to ROI as Return on Inspiration.
You'll need to come correct with some real financial figures instead. Fortunately, this isn't too difficult if you've established clear goals that are linked to business results.
Let's go back to the escalations goal we've used as example. The sample goal was reduce monthly escalations 15% by 12/31.
Connecting those escalations to financial results should be easy. First, calculate the average cost of an escalation. There are a few places you might look:
Revenue: Look at how much your average customer spends (per order, per year, etc.) and compare that to how much customers with escalations spend after they have an issue that's been escalated. The escalations customers almost certainly spend less. Just for fun, lets say its $100 less per customer, per year.
Cost: Calculate the average cost of an escalation. For instance, if the average escalated call takes 15 minutes and is handled by someone making $20 per hour, then each escalation costs $5.
Projected Savings: Now, determine how much more money customers would spend and how much money you'd save with 15 percent fewer escalations. Prepare a nice report (showing your work) and share it with key stakeholders like your CFO.
The summary might look like this:
- Each escalation costs $105 ($100 in lost revenue, $5 servicing cost)
- A 15% reduction in escalation would equal 180 fewer escalations per year (based on 100 escalations per month).
- $105 x 180 = $18,900 projected annual savings
This short video provides five reasons why you should measure your training programs.