ABSTRACT
Evaluation of any behavioural training brings with it a set of problems. Much evaluation of behavioural change should happen at line manager level. Yet line managers are often ill-equipped to make these observations and judgements. In thinking about the evaluation of training associated with behavioural change we must emphasise two key messages. People undertake training with no base-line assessment: there is no indication of their current performance of the behavioural skills intended to be developed within the training programme. Managers lack confidence in their own ability to monitor behaviour, and challenge and support staff in order to develop behavioural competence. Behavioural evaluation carried out by those with the appropriate skills and adequate contact with the learner to be able to observe behaviour change. For managers engaged in such an activity, they are also developing the skills of behavioural observation and performance coaching that they will need to support other learners back in the workplace.
