howtoevaluateyourcompany(doc73)-经营管理(编辑修改稿)

howtoevaluateyourcompany(doc73)-经营管理(编辑修改稿)内容摘要：

techniques. Don’t assume participants have attended other workshops or been involved in similar programs. 4. Questions which affect response Refer to slide 4 Please circle one High degree Low degree 1. Did this workshop meet your needs and objective? 5 4 3 2 1 2. Was the instructor knowledgeable about the topic? 5 4 3 2 1 3. Will you be able to apply the content directly to your job? 5 4 3 2 1 4. Would you remend this course to a friend, coworker, or supervisor? 5 4 3 2 1 5. Were the meeting facilities satisfactory? 5 4 3 2 1 Please circle one High degree Low degree 1. Did this workshop meet your needs and objective? 5 4 3 2 1 2. Was the instructor knowledgeable about the topic? 5 4 3 2 1 3. Will you be able to apply the content directly to your job? 5 4 3 2 1 4. Would you remend this course to a friend, coworker, or supervisor? 5 4 3 2 1 5. Were the meeting facilities satisfactory? 5 4 3 2 1 Please circle one High degree Low degree 1. Did this workshop meet your needs and objective? 5 4 3 2 1 2. Was the instructor knowledgeable about the topic? 5 4 3 2 1 3. Will you be able to apply the content directly to your job? 5 4 3 2 1 4. Would you remend this course to a friend, coworker, or supervisor? 5 4 3 2 1 5. Were the meeting facilities satisfactory? 5 4 3 2 1 Questions can be structured in such a way that the trainee’s response will be influenced. In the above illustrations, for example, the five monly asked usually result in a tendency to choose answers from the same range of numbers. If you give question one a low rating, for example, you will probably respond with a low rating for the following questions as well. This response pattern is illustrated in above second example. What these results tell you is that you are not getting an object answer to all questions and that you have no way of telling whether or not the answers have been given much thought. 5. Complex Questions A quick response to a plex question will tell you little. For example, in second illustration, questions one asks “ Did this workshop meet your needs and objectives?” What this questions is really asking is :”1.) Evaluate your personal needs and objectives and, 2.) rate how the workshop measured up to those needs.” How should the trainee respond of he doesn’t know his own needs? How should she respond of she hasn’t had time to properly assess the workshop? When learning new information, people need time to think through their new ideas. Do not expect participants to be able to make immediate transference of new information to a present job situation – however much you would like to have that kind of information. Do not ask participants for evaluations they cannot be expected to make. It will only result in incorrect or inadequate feedback. Guidelines to Follow You evaluation goal is to obtain the truest measure possible of the initial reaction to your training session. Skillfully designed questions can give you that measurement. There are four guidelines to consider when drafting your reaction evaluation: 1. Cover both training process and impact。 2. Include essay and scaled questions。 3. Accumulate reactions。 4. Have supervisor also plete questionnaire。 and, 5. Should be anonymous, if possible, to maximize candor. 1. Cover both training process and impact Your questionnaire should contain questions which measure both process and impact. This includes such aspects of the training process as participant attitudes (both before and after training), the effectiveness of the teacher or leader, and the environment in which the session was held. The training impact includes and evaluation of the content of the program, it’s onjective and its relevance for the participants. 2. Include essay and scaled questions By using a bination of types of questions, you solicit more plete answers than by using only true and false or only a fivepoint rating scale. There are basically five types of questions: the openended question。 the twoway question。 the multiple choice questions。 the checklist。 and, the ranking scale. Openended or essay questions ask the participant to express what they are feeling or reason behind a particular opinion. They cannot be answered by a yes or no, and generally need medium to short answer responses. Analyzing these answers may be more difficult because of their variety, but they are valuable for soliciting subject viewpoints. They typically begin with “what,” “who,” “when,” “how” or “where.” For example, you may ask: “What problems have you encountered in using the team building skills presented in the workshop?” The twoway ot two choice question directs the participant to a specific answer, either “Yes” or “No,” or “True” or ”False.’ These questions can be answered quickly and analyzed easily. The twochoice questions may sometimes be followed by and open ended questions for a more plete reply. For example: Did the workshop leader speak clearly and distinctly? Yes ________ No ________ If No, explain:___________________________________________ The multiple choice question asks a participant to respond by choosing one of several answers. The replies to multiple choice questions can be easily analyzed. However, unlike the openended questions, they give no indication of the thought process behind the answer chosen. For example: Training cost calculation should include: A. Salaries B. Fringe Expenses C. Travel Expenses D. Preparation Time E. All of the above The checklist, like the multiple choice questions is easily analyzed. It is particularly appropriate for determining a broad range of attitudes or opinions, or f。