ABSTRACT
This chapter considers a wider view of evaluation which takes in the notion of assessing the value of an investment, mainly carried out in a retrospective manner, but also considers how the evaluation of management development may be seen as evolutionary, a key activity in the transformation of managers and organisations. When evaluation activities have learning as a central purpose then they become collaborative, involving learners, trainers and evaluators. National Vocational Qualifications are used in a similar way and individual or collective attainments are used as measures of evaluation. Abstract learning approaches include the many management and leadership development interventions that take the form of courses. A new organisation structure was designed as well as an assessment process which was outsourced to a specialist occupational psychologist. Learning journals are also useful in that they can help to maintain the heightened consciousness of the learning process, which tends to decrease dramatically once learners return to work or end a programme.
