ABSTRACT
Training evaluation is a field of expertise in its own right represented by specialist consultants. This chapter begins with approaches to the evaluation of particular programmes and widens to broader issues of financial return, and the contribution of the corporate university (CU) as a whole. A running theme is both the importance of measurement and the huge costs and difficulties involved in capturing key dimensions of CU performance in a systematic way. For nearly 50 years D. Kirkpatrick's levels of evaluation have provided a fruitful and convenient starting point for anyone charged with evaluating a training programme. To appreciate some of the criticisms and debate surrounding Kirkpatrick, it is helpful to view these 'levels' in terms of the underlying causal model. The literature on the management of training is peppered with claims about the financial return on training expenditures. The chapter outlines some of the key issues and approaches used in monitoring, reviewing and reporting on the activities of CUs.
