ABSTRACT
This chapter provides an insight on how to capitalize on what is already known about evaluation so that that knowledge can be applied to any performance improvement effort being designed. It examines the current landscape of evaluation models, metrics, and measures that tend to dominate the scholarly and practitioner literature. The chapter also describes some tips for applying the same evaluation tools and techniques to a variety of learning and performance improvement opportunities. The Learning Effectiveness Measurement (LEM) model purports to tie employee learning – defined as training – directly to business results. The roots of measurement and evaluation of learning initiatives lie in the literature on training evaluation, where the target audience for the evaluation is the L&D practitioner and the goal of evaluation is to determine whether or not a particular training intervention accomplished what it was designed to accomplish based on a combination of objective learner assessments and subjective post-training assessments.
