Question : Explain when would the measures of training effectiveness other than ROI such as ROE will be useful.

Please answer in ESSAY form with approximately 1500 words.

Beyond Return on Investment (ROI) Training evaluation is the systematic process of analyzing training programs to ensure that it is delivered effectively and efficiently. Training evaluation identifies training gaps and even discovers opportunities for improving training programs. By collecting feedback, trainers and human resource professionals are able to assess whether training programs are able to achieve its intended outcome, and if the training materials and resources used are aligned with or meet company and industry standards. Donald Kirkpatrick developed the Kirkpatrick Evaluation Model for evaluating training during the 1950s. The model was initially published in a trade journal and later in Kirkpatrick's 1975 book, Evaluating Training Programs. Today. It is the most recognised method of evaluating the effectiveness of training programs. The four levels of training effectiveness - reaction, learning, behaviours, and results have been accepted as the training evaluation framework by most training professionals. Because the different measures are categorised into levels, it only seems natural that the top level of results is the measure of organisational outcomes and the return on training investment (ROI). Numerous books and articles have been written on calculating the ROl for training programmes. However, there is growing recognition that ROI may not be the penultimate measure of training effectiveness. The ROI of a training programme may seem like an important, maybe even mandatory measure. From a business perspective, we want to be assured that the financial benefits exceed the costs of a programme. However, in many situations ROI estimates for training may not be all that important or useful. Often times, training is a means for a company to achieve a strategy. For example, an organisation may decide that having a customer orientation is how it is going to compete in its industry. Employee training may be the critical key for realising this new strategic advantage. Given this purpose, the ROl of the training may not be useful or of immediate concern. The primary issue would be whether the training increased the customer-service skills of employees. In other words, it is the behaviour level of evaluation that is a key concern when the purpose of training is to execute a strategy. If the training delivers the needed behaviors, then the strategy should, in the longer term, provide the bottom-line payoff. Whether the training successfully executes the strategy may determine the very survivability of the organisation. How much the training costs and its shortterm costeffectiveness may not be concerns of management. What may be critical is determining whether the training is helping the organisation to achieve its strategic goals. In 2011, Atlanta-based Kirkpatrick Partners modified the learning and evaluation model to more easily calculate the return on expectations (ROE) of stakeholders. Kirkpatrick Partners contends that ROE is the "ultimate indicator of value." While ROI and ROE are common methods for evaluating and justifying training, many training organisations/still struggle with the four levels, particularly quantifying levels three and four