Evaluation strategies are activities to analyze the success of a formal learning program in accomplishing Learning Goals and Desired Results for students, sponsors, and other members of a community.
Evaluating the effectiveness of a formal learning program in academics, enterprises, or military organizations is not for the faint of heart. In fact, it is strife with paradoxes and tough decisions, that necessarily ask, what is wisdom, what are the attributes of a perfect person, how do you balance big skills and process skills, and what can be rigorously developed? And, of course, what are the relevant philosophies of learning?
You are Where?
For some, the challenge of measurement of any formal learning program is captured by this circular reasoning:
- Training is not important, learning is.
- Learning is not important, doing the right thing is.
- Doing the right thing is not important, having measured results is.
- Having measured results is not important, having a positive Return on Investment (ROI) is.
- Having a positive ROI is not important, meeting the needs of the budget holder is.
- Meeting the needs of the budget holder is not important, having revenue next quarter is.
- Having revenue next quarter is not important, having profit next quarter is.
- Having profit next quarter is not important, having the right people is.
- Having the right people is not important, having the right experiences are.
- Having the right experience are not important, having the right training is.
Here are some basic questions:
Cheap evaluation or expensive?
Evaluating the effectiveness of a formal learning program can easily double or triple the costs. Who pays, and why?
High impact or low?
Evaluating a formal learning program, such as by using 360 degree measurements, is intrusive to the participants, the managers, the peers, and potentially even customers. Is it worth it?

Hard or soft?
Most training organizations and schools have overcompensated for the personal nature of the business by focusing on so-called objective and measurable metrics such as return on investment (ROI) and other numbers that are thought to be comparable and rigorous. However, for the most important skills, hard numbers are just not possible. And for many Big Skills, softer metrics, such as recorded anecdotes or glint in the eye, may be more useful.
Easy or Easy?
Trainers have already stated that ease of deployment is more important to them then effectiveness. If that is the philosophy on the actual program, just imagine how low their threshold is for measurement.
Short term or long term?
Real tracking of improvements, such as seeing any promotion of students, takes months. But the decision to "go or no go" on a program, or make corrections, has to be done in weeks.
Evaluation as pure analysis or future marketing?
Despite the thoughts of purists, the real reason to do most evaluations is to market the next program, not justify the last one.
Value to sponsor, to student, or to educating organization?
Whose needs should a training program's evaluation meet? As with television programs, the customers for formal learning programs are different than the consumers (the customers for television are the advertisers – we viewers are, well, chum). The sponsors are the people to impress, and they care about more than fresh doughnuts. More importantly, is the promotion of staff the only metric that really matters?