We would like to be able to measure employee performance trends and tie this data in with their trainer/coach. This is for a call-center environment. We want to be able to see at what point after being released from training are students hitting 100% of their production metrics.

The most obvious question is at what point does a trainer's influence begin decreasing, and how do you measure that?

How do you measure if an employee is trained for a specific client, then moves to another client (temporarily or permanantly) with different metrics.

I would appreciate hearing from anybody that has successfully attempted this.

Robert,

Others with call center experience are better positioned to respond here...but here is a more generic observation.

First the metrics question.

quote:

How do you measure if an employee is trained for a specific client, then moves to another client (temporarily or permanantly) with different metrics.

If the skill sets required for one client are different from another client then the responsibilities here rest with mangers/supervisors who make the change decision without providing the appropriate training. If you already know there are different skill sets then you might want to consider either offering job aids (for temporary prompting), or coaching followed by client specific training. The performance metrics don't care who is in the position...so they still apply regardless of whether the person is trained or not.

quote:

The most obvious question is at what point does a trainer's influence begin decreasing, and how do you measure that?

If, by "trainer's influence," you mean when does the learner begin to be influenced by factors outside the training environment...it is probably before they even leave the event. We have all had the same experience...wondering how what we are learning is going to square with a workplace that is not quite as compliant or supportive as the classroom.

The way to go after that particular informtion is not to measure the student, but to measure the degree to which the workplace (managers/supervisors/systems/equipment...etc) support the new learnings. The source of that feedback is the student.

Robert....

Here's an example of the type of post training feedback you might want to gather:

http://salonverite.com/PostTrainingSupport.pdf

You cannot/should not attempt to tie an employees performance on the job to the trainer. The employee and the manager are primarily responsible for on-the-job performance.

Perhaps I should clarify. This is something we were directed to do by our leadership.

We survey our associates after they've been on the job for six weeks (with glowing feedback), but surveys still don't answer the question: At what point after new-hire training do associates meet their performance goals?

Fanatic Facilitator writes

quote:

You cannot/should not attempt to tie an employees performance on the job to the trainer. The employee and the manager are primarily responsible for on-the-job performance.

While I agree that, after a period, the employee and manager are responsible for performance, initial performance isthe direct responsibility of the trainer.