capturing elusive level 3 data: the secrets of survey design session: su116
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Capturing Elusive Level 3 Data: The Secrets Of Survey Design Session: SU116. Presented by: Ken Phillips Phillips Associates May 19, 2013. AGENDA. Review Kirkpatrick/Phillips 5 Level Evaluation Model Examine Level 3 evaluation facts - PowerPoint PPT PresentationTRANSCRIPT
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Capturing Elusive Level 3 Data: The Secrets Of
Survey Design
Session: SU116
Capturing Elusive Level 3 Data: The Secrets Of
Survey Design
Session: SU116
Presented by:Ken PhillipsPhillips AssociatesMay 19, 2013
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➤ Review Kirkpatrick/Phillips 5 Level Evaluation Model
➤ Examine Level 3 evaluation facts
➤ Analyze survey creation errors in a sample Level 3 evaluation
➤ Apply 12 tips for creating valid, scientifically sound Level 3 evaluations
AGENDAAGENDA
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Levels of Evaluation Measurement Focus Time Frame
Level 1: Reaction Participant favorable reaction to a learning program
Conclusion of learning program
Level 2: Learning Degree to which participants acquired new knowledge, skills or attitudes
Conclusion of learning program or within 6 to 8 weeks after
Level 3: Behavior Degree to which participants applied back-on-the-job what was learned
2 to 12 months
Level 4: Results Degree to which targeted business outcomes were achieved
9 to 18 months
Level 5: ROI Degree to which monetary program benefits exceed program costs
9 to 18 months
KIRKPATRICK/PHILLIPS EVALUATION KIRKPATRICK/PHILLIPS EVALUATION MODELMODEL
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LEVEL 3 EVALUATION FACTS*LEVEL 3 EVALUATION FACTS*
55% of organizations evaluate at least some learning programs at Level 3
Organizations that use Level 3s on average evaluate 25% of all programs
75% of organizations view data collected as having high or very high value
*ASTD Research Study, “The Value of Evaluation: Making Training Evaluations More Effective,” 2009
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*Donald & James Kirkpatrick, “Evaluating Training Programs: The Four Levels,” 2006.
DATA COLLECTION METHODSDATA COLLECTION METHODS
5
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LEVEL 3 EVALUATION FACTS*LEVEL 3 EVALUATION FACTS*
➤ Most common methods for evaluating behavior
• Participant surveys (31%)
• Action planning (27%)
• Performance records monitoring (24%)
• On job observation (24%)
*ASTD Research Study 2009
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POSSIBLE SURVEY RESPONDENTSPOSSIBLE SURVEY RESPONDENTS
➤ Learners
➤ Peers/colleagues
➤ Direct reports
➤ Managers
➤ External customers
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HOW TO DECIDEHOW TO DECIDE
Who has first-hand knowledge of learners’ behavior?
How disruptive/costly is data collection method?
How credible do results need to be?
What are business executive/stakeholder expectations?
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REQUIRED DRIVERS*REQUIRED DRIVERS*
➤ Planning to measure behavior? Include required drivers
• Reinforcements – follow-up modules, job aids
• Encouragement – coaching, mentoring
• Rewards – recognition, $
• Monitoring – surveys, focus groups,
➤ On-the-job behavior change is both our & management’s responsibility
*Kirkpatrick Four Levels Evaluation Certification Program participant workbook
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SAMPLESAMPLE
LEVEL 3LEVEL 3
PARTICIPANT SURVEYPARTICIPANT SURVEY
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8. Before providing employees with feedback about their job performance, my manager considers whether or not he or she is knowledgeable about their job.
25. When giving feedback to an employee my manager considers whether it should be done privately or in the presence of others.
WHAT’S WRONG WITH THESE?WHAT’S WRONG WITH THESE?
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TIP 1 (CONTENT)TIP 1 (CONTENT)
*Palmer Morrel-Samuels, “Getting the Truth into Workplace Surveys”, Harvard Business Review, 2002.
Focus on observable behavior not
thoughts or motives*
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14. My manager gives his or her employees feedback just as soon as possible after an event has happened and avoids getting emotional or evaluative.
18. My manager provides employees with regular ongoing feedback about their job performance and speaks in a normal conversational tone or manner when delivering the feedback.
WHAT’S WRONG WITH THESE?WHAT’S WRONG WITH THESE?
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TIP 2 (CONTENT)TIP 2 (CONTENT)
Limit each item to a single description of
behavior*
*Palmer Morrel-Samuels, 2002
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WHAT’S WRONG WITH THESE?WHAT’S WRONG WITH THESE?
2. My manager doesn’t get to know his or her employees as individuals before providing them with feedback about their job performance.
7. When giving employees feedback about their job performance, my manager doesn’t distinguish between patterns of behavior and random one-time events.
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TIP 3 (CONTENT)TIP 3 (CONTENT)
*Palmer Morrel-Samuels, 2002.
Word about 1/3 of the survey items so
that the desired answer is negative*
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WHAT’S WRONG WITH THESE?WHAT’S WRONG WITH THESE?
➤ Building Trust
➤ Credibility
➤ Feedback Sign
➤ Feedback Timing
➤ Feedback Frequency
➤ Message Characteristics
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TIP 4 (FORMAT)TIP 4 (FORMAT)
Keep sections of the survey unlabeled*
*Palmer Morrel-Samuels, 2002.
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TIP 5 (FORMAT)TIP 5 (FORMAT)
*Palmer Morrel-Samuels, 2002.
Design sections to contain a similar
number of items and questions to contain
a similar number of words*
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TIP 6 (FORMAT)TIP 6 (FORMAT)
Place questions regarding respondent
demographics (e.g. name, title,
department, etc.) at end of survey, make
completion optional and keep questions
to a minimum*
*Palmer Morrel-Samuels, 2002.
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TIP 7 (MEASUREMENT)TIP 7 (MEASUREMENT)
Collect data from multiple observers or a
single observer multiple times
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WHAT’S WRONG WITH THIS?WHAT’S WRONG WITH THIS?
StronglyAgree
Agree Disagree Strongly Disagree
N/A
4 3 2 1
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TIP 8 (MEASUREMENT)TIP 8 (MEASUREMENT)
Create a response scale with numbers at
regularly spaced intervals and words
only at each end*
*Palmer Morrel-Samuels, 2002.
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EXAMPLESEXAMPLES
This:
Not This:
Never This:
Not at all True
RarelyTrue
Occasionally True
SomewhatTrue
MostlyTrue
FrequentlyTrue
Completely True
1 2 3 4 5 6 7
Not at all True
Completely True
1 2 3 4 5 6 7
Not at all True
RarelyTrue
OccasionallyTrue
SomewhatTrue
MostlyTrue
FrequentlyTrue
Completely True
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TIP 9 (MEASUREMENT)TIP 9 (MEASUREMENT)
*Palmer Morrel-Samuels, 2002.
Use only one response scale with an odd
number of points (7, 9 & 11 point
scales are best)*
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ODD vs EVEN SCALEODD vs EVEN SCALEODD vs EVEN SCALEODD vs EVEN SCALE
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TIP 10 (MEASUREMENT)TIP 10 (MEASUREMENT)
Use a response scale that measures
frequency not agreement or
effectiveness*
*Palmer Morrel-Samuels, 2002.
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EXAMPLESEXAMPLES
This:
Or this:Not at all
TrueCompletely
True
1 2 3 4 5 6 7
Never Always
1 2 3 4 5 6 7
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TIP 11 (MEASUREMENT)TIP 11 (MEASUREMENT)
Place small numbers at left or low end of
scale and large numbers at right or
high end of scale
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EXAMPLESEXAMPLES
This:
Not this:
Not at all True
Completely True
1 2 3 4 5 6 7
CompletelyTrue
Not at all True
7 6 5 4 3 2 1
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TIP 12 (MEASUREMENT)TIP 12 (MEASUREMENT)
Include a “Not Applicable” or “Did Not
Observe” response choice and make it
different*
*Palmer Morrel-Samuels, 2002.
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EXAMPLEEXAMPLE
Not at all True
Completely True
NA
1 2 3 4 5 6 7
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SUMMARY (CONTENT)SUMMARY (CONTENT)
Focus on observable behavior
Limit ideas to a single description of
behavior
Word 1/3 of items as reverse score
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SUMMARY (FORMAT)SUMMARY (FORMAT)
Keep survey sections unlabeled
Design sections to contain similar number of items & questions similar
number of words
Place questions regarding respondent demographics at end of survey, make
completion optional and keep questions to a minimum
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SUMMARY (MEASUREMENT)SUMMARY (MEASUREMENT)
Collect data from multiple observers or multiple times
Create a response scale that:
• Has words only at each end• Has an odd number of points• Measures frequency• Has small numbers at left and large
numbers at right• Includes a “Not Applicable” that is
different
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Phillips, Ken, “Eight Tips on Developing Valid Level 1 Evaluation Forms,” Training Today, Fall 2007, pps. 8 & 14.
Phillips, Ken, “Developing Valid Level 2 Evaluations,” Training Today, Fall 2009.
Phillips, Ken, “Capturing Elusive Level 3 Data: The Secrets of Participant Survey Design,” Unpublished article, 2013.
Phillips, Ken, “Do Level 1 Evaluations Have a Role in Organizational Learning Strategy?”, Unpublished article, 2013.
FREE ARTICLESFREE ARTICLES
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YOUR FEEDBACK COUNTS!YOUR FEEDBACK COUNTS!>Your Feedback Counts!
Evaluation forms for this session are
available NOW via the mobile app and
at the following link:
www.astdconference.org
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Ken Phillips
Phillips Associates
34137 N. Wooded Glen Drive
Grayslake, Illinois 60030
(847) 231-6068
www.phillipsassociates.com