Overview

Develop an expertise in examining the heart using ultrasound technology as you gain the skills
necessary to excel in this exciting health care field.
Echocardiography focuses on the evaluation of the heart, its valves and chambers, and associated vessels. The
echocardiography certificate produces competent, compassionate, and responsible professionals and leaders who are
skilled in ultrasound scanning techniques and the operation of ultrasound instrumentation.
The certificate in echocardiography is an 18-month program that includes a clinical internship.

The program, which focuses on the evaluation of the heart, its valves and chambers, and associated vessels, has been
designed to exceed the objectives of the Joint Review Committee on Education in Diagnostic Medical Sonography. The
program produces competent, compassionate, and responsible echocardiography professionals and leaders. This
certificate is available to all registered allied health practitioners as well as those holding an associate or bachelor’s
degree in a relevant discipline. The certificate includes lectures and course work integrated with a clinical internship.
Dependent on the previous degree, certain prerequisite courses may be required prior to enrollment. Required
prerequisite courses include one year of anatomy and physiology with laboratories, one year of college or general physics
with laboratories. A patient care course/experience may be required prior to or during enrollment. For more information on
the prerequisite courses and completion time, please contact the program director. We will be glad to assist you and
provide you with detailed information dependent on your situation.
Graduates earning the certificate will:
 gain a thorough working knowledge of echocardiography scanning techniques;
 be skilled in the operation of ultrasound instrumentation and laboratory equipment;
 acquire the proper manner in working with patients; and
 under guidance from faculty and professional staff, become capable of scheduling and performing the daily
workload of ultrasound procedures, of evaluating new procedures where necessary, and of supervising other
technical personnel.
Plan of study
During the first academic year, students complete all the prerequisite courses required to enter the clinical internship
phase of the program. Students also apply, polish, and test their clinical skills and techniques in the on-campus ultrasound
scanning suite, which is equipped with a variety of ultrasound equipment. Following a required two-week pre-clinical
internship orientation session, students begin their training at the first of two assigned clinical training sites.
In addition to the echocardiography certificate, RIT also offers a bachelor of science degree and a certificate in diagnostic
medical sonography. Both of these options are designed to meet the growing needs of the national and international
medical communities.
Clinical internship
The one-year clinical internship provides hands-on experience at two or more approved medical facilities. After completing
the pre-internship course work, all students begin the internship by attending an intensive two-week experience on
campus. During this time they enhance and polish the skills they previously learned, prepare to perform complete
sonographic examinations as performed in real clinical settings, and advance their knowledge in recognizing anatomy and
disease states using a variety of equipment in the Ultrasound Scanning Suite. Students also learn about hospital,
departmental, and administrative operations. After completing these requirements, candidates are assigned to a medical
training site for their clinical experience. At these facilities, students work side-by-side with sonographers, physicians, and
other health care professionals to learn, develop, apply, and sharpen the necessary skills to perform general ultrasound
examinations. Students’ clinical progress and performance are closely monitored by the program’s clinical coordinator and
program director, who have regular communication and make periodic visits to the clinical internship sites. Additionally,
students return to campus each month for three days of lectures, presentations, projects, and testing. Students may
complete their clinical internships at any approved regional or national medical ultrasound facility, with approval of the
program director.
Read Less 

Curriculumfor Echocardiography (Cardiac Ultrasound) Certificate

View Printable Curriculum  
Echocardiography, certificate, typical course sequence
 Course Sem.

First Year

ECHO-305 Cardiac Sectional Anatomy and Physiology

ECHO-307 Echocardiographic Scanning Skills and Techniques I

ECHO-308 Echocardiographic Scanning Skills and Techniques II

ECHO-320 Electrophysiology and Cardiac Pharmacology

DMSO-309 Sonography Physics and Instrumentation I

DMSO-310 Sonography Physics and Instrumentation II

MEDS-415 Pathophysiology of Organ Systems I

Second Year

ECHO-401 Echocardiography I

ECHO-402 Echocardiography II

ECHO-410 Ischemic Heart Disease: Stress Echocardiography

ECHO-415 Cardiac M-Mode

ECHO-420 Clinical Echocardiography I

ECHO-421 Clinical Echocardiography II

ECHO-425 Seminar in Echocardiography

ECHO-430 Congenital Heart Disease I

ECHO-431 Congenital Heart Disease II

ECHO-465 Echocardiography Special Procedures

Total Semester Credit Hours

The complete basic echocardiography course consists of 16 slide sets (chapters) with

the following themes

The association is pleased to provide you with access to four chapters for free:  
 Standardized sectional planes
 Physics of echocardiographic imaging
 Rheology of blood flow
 Introduction to Doppler echocardiography
 
The EACVI basic echocardiography course includes 12 more chapters available for EACVI Silver and Gold Members.
Become EACVI Member

Anatomical structures of the heart

 Aortic and pulmonary valve
 Mitral and tricuspid valve
  Left and right ventricle

Improvements of image quality and documentation

 Equipment settings and artefacts
 The advanced basic of the standardized investigation in echocardiography
 Possible errors and misleading interpretation

Evaluation of the mitral and aortic valves

 Evaluation of the mitral valve
 Evaluation of the aortic valve

Evaluation of the diastolic and systolic function

 Evaluation of systolic function
 Evaluation of diastolic function

Hypertension
 Echocardiography in hypertension

Summary
 Summary of the basic course
 
The EACVI offers an international accreditation for competence in documenting transthoracic echocardiography in adults. This
accreditation procedure includes a written examination testing theoretical and practical issues of echocardiography.
This course also offers EACVI Members information about the basics of transthoracic echocardiography –  i.e. the content of the catalogue
checked in the written examination.
The basic online echocardiography course has been developed by Prof. Andreas Hagendorff, and its content has been reviewed by Dr.
Madalina Garbi on behalf of the EACVI education committee.
Student experiences
The curriculum outlined below is identical for all students, regardless of enrollment option or location. Lectures
originate from both the Rochester and Scottsdale campuses and are made available to all students using interactive
video-enabled classrooms. This system goes beyond traditional distance education and allows live face-to-face
collaboration between students and faculty.
Classroom learning
During classroom lectures, you’ll learn the foundational skills needed to be a cardiac sonographer. The challenging,
high-quality curriculum for the program is designed with courses in a specific sequence, progressively building on
expertise as students advance through the program.
Scan lab
What you learn in the classroom will immediately transfer into scan labs where you’ll practice your techniques. The
scan lab allows you to accurately practice your skills in a safe environment.
Hands-on clinical rotations
You’ll have hands-on training throughout the entire program, and progressively gain more clinical experience working
with patients as you go through the program. During clinical rotations, you’ll work side-by-side with and be supervised
by cardiologists, cardiac sonographers and registered nurses to gain practical experience in Mayo Clinic’s
echocardiography laboratories. You’ll focus on cardiovascular anatomy and function, and further study the
cardiovascular hemodynamics.
You’ll have the opportunity to train in many areas of echocardiography including stress, strain and 3-D
echocardiography. In addition, you’ll also be able to observe in congenital echocardiography.
Facilities and faculty
Created by Icons Bazaarfrom the Noun ProjectMinnesota campus
Created by Icons Bazaarfrom the Noun ProjectArizona campus
Created by Icons Bazaarfrom the Noun ProjectTeaching faculty
Hours
This program is full-time (40 hours a week). Your learning schedule includes eight-hour days, five days a week.
Students enrolled in the program may find it difficult to hold outside employment and are therefore encouraged to
avoid it if possible.
Course sequence
There are a total of 66 credits in the program.
Created by Icons Bazaarfrom the Noun Project1. Fall semester (14 credits)
Number Course Credits

HP 3021 Patient Care Techniques 1

ECHO 3011 Foundations of Echocardiography (with lab) 2
ECHO 3101 Cardiovascular Anatomy & Physiology 3
ECHO 3301 Clinical Practicum I (with lab) 8
Created by Icons Bazaarfrom the Noun Project2. Spring semester (13 credits)
Number Course Credits

ECHO 3202 Adult Echocardiography 6

ECHO 3302 Clinical Practicum II (with lab) 7
Created by Icons Bazaarfrom the Noun Project3. Summer semester (13 credits)
Number Course Credits

ECHO 3403 Echocardiographic Application 3

ECHO 3503 Stress Echocardiography 2
ECHO 4460 Special Procedures 2
ECHO 4303 Clinical Practicum III (with lab) 6
Created by Icons Bazaarfrom the Noun Project4. Fall semester (13 credits)
Created by Icons Bazaarfrom the Noun Project5. Spring semester (13 credits)
Number Course Credits

ECHO 4112 Ultrasound Physics II 2

ECHO 4501 Research Project and Publication I 1
ECHO 4540 Professional Growth and Development 1
ECHO 4402 Clinical Practicum V 9
Grading or evaluation
Academic and clinical coursework is graded on a 4.0 scale. Mayo Clinic School of Health Sciences uses these
evaluative tools: written examination, demonstration of skills, self-assessment exercises and faculty reviews.
Mayo Clinic's system of evaluation provides students and faculty with a comprehensive look at individual performance.
This allows faculty and administrative staff to direct students who are experiencing academic difficulty to the
appropriate support resources, including tutoring programs and counseling opportunities.
Graduation and certification
After successfully completing this program, you receive a certificate of completion from Mayo Clinic School of Health
Sciences. If you are enrolled in an affiliated bachelor's degree program, you will receive a bachelor's degree when you
graduate from your college or university.
Graduates are also eligible to take the credentialing exams prior to graduation in order to be certified by time their
training is complete.
You may take the registry exams offered through the American Registry for Diagnostic Medical Sonography to become
credentialed as a Registered Diagnostic Cardiac Sonographer (RDCS), or the registry exam through the Cardiovascular
Credentialing International to become credentialed as a Registered Cardiac Sonographer (RCS). The exams are an
additional expense to the student, not included in the tuition.
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How to evaluate a training program: The
definitive guide to techniques & tools

You’ve invested a great deal of resources into employee training and development. And with that comes an
expectation to measure its impact. After all, if you can’t measure it, you can’t improve it.
You’re all about improvement, so you’re looking for a guide that’ll tell you everything you need to know about
how to evaluate a training program. This comprehensive training evaluation guide will help you identify what’s
working, what’s not, and why. Together we’ll explore the following practical topics:
 Select the appropriate training evaluation technique

 Determine what you’ll measure

 Choose the right training evaluation tools

Select the appropriate training evaluation techniques

When it comes to the evaluation of training programs, it’s best to start at the beginning. So before you decide
what to measure, or how to measure it, choose the evaluation technique that’s most helpful for your needs.
Not sure which training evaluation techniques are on the menu? Here are some of the most popular methods
used today.
What are the methods of training evaluation?
There’s a long (and we mean long!) list of training evaluation techniques to choose from, and this can be
overwhelming. But there are five techniques that are most often trusted by companies today. Some of these
techniques are referred to as models, or training evaluation methods, and we’ll use these terms interchangeably.
 Kirkpatrick’s Four-level Training Evaluation Model

 The Phillips ROI Model

 Kaufman’s Five Levels of Evaluation

 Anderson’s Model of Learning Evaluation

 Summative vs Formative Evaluation

Kirkpatrick’s Four-level Training Evaluation Model

This method of evaluating training programs might be one of the oldest, but it’s still one of the most well-loved.
Why? Because it breaks the evaluation process down into 4 simple levels – or rather, steps. Here’s how it works:
Step 1: Evaluate learners’ reactions to training. This is commonly measured after training. Ask learners to
complete a survey about their overall satisfaction with the learning experience.
Step 2: Measure what was learned during training. Use assessments to measure how much knowledge and
skills have changed from before to after training.
Step 3: Assess whether or not (and how much) behavior has changed as a result of training. The best way to
measure behavior change is through workplace observations and comparing 360-degree reviews from pre- and
post-training.
Step 4: The final and most important step is to evaluate the impact of your employee training program on
business results. Here, it’s common to measure results like productivity, quality, efficiency, and customer
satisfaction ratings.
In modern times, professionals have suggested that this process should actually be reversed. After all, step 4 is
the most important one. If you agree with this approach, start by identifying the results you want to achieve, and
work backward from there.
Whichever direction you choose to apply the steps toward, the eLearning industry has come to rely on
Kirkpatrick’s model for good reason. Its logical, staged approach is easy to apply, and once the evaluation is
complete, you’ll have a deep and wide understanding of employee learning during training.
The Phillips ROI Model
This model is the same as Kirkpatrick’s (see technique above), but with an extra step. The fifth step of the
Phillips ROI model is to evaluate the program’s return on investment (ROI). To do this, you need to measure the
difference between your training cost and training results.
When the results of training are so great that they exceed the cost, then you’ve achieved a positive training ROI.
You can pat yourself on the back and continue the great work.
When the cost of training is larger than the results, something needs to change. But what?
Well, the awesome thing about using methods like the Phillips ROI model is that it’s easy to spot the areas that
need improvement. Let’s look at an example.
Imagine that you measure positive results at steps 1 and 2 of the evaluation process, but not at steps 3 and up.
This tells you that learners enjoyed the training experience (step 1), and that they demonstrated new knowledge
and skills when they were tested after training (step 2). However, when it came to changing their behavior in the
workplace (step 3), something went wrong.
You might do some investigation and discover that managers aren’t encouraging employees to practice their
new skills on the job. Maybe they’re even discouraging it. Once you fix that broken link in the chain by getting
managers to support training, your ROI improves. Useful, right?
Kaufman’s Five Levels of Evaluation

Kaufman’s model is another one of the training evaluation methods that takes Kirkpatrick’s approach a step
further. You can think of this model as Kirkpatrick’s with a twist. This is what it looks like in practice:
Step 1a: Measure the resources that were invested into your training program, like time and costs in developing
materials.
Step 1b: Evaluate learners’ reaction to the training process. (This step is similar to the first step in Kirkpatrick’s
model.)
Step 2: Assess whether or not the training objectives for individual learners or small teams were met. For
example, did they learn new skills? The focus here is on individual (or micro) benefits of training.
Step 3: Measure the practical impact of the benefits in Step 2. For example, are employees applying their new
skills on their job? This is similar to Kirkpatrick’s third step.
Step 4: Measure the greater (or macro) benefits for the business, like increased profitability or reduced costs.
Think of this as step 4 of Kirkpatrick’s model.
Step 5: Evaluate the effectiveness of your employee training program in relation to societal benefits. For
example, how did training improve your company’s ability to add value to its clients or society as a whole?
The main advantage of using Kaufman’s Five Levels, rather than Kirkpatrick’s Four Levels, is Step 1a.
Evaluating the benefits of training against the resources invested into training gives you ROI. And the great thing
about ROI is that it can be a very persuasive tool when requesting more training resources from company
leaders.
We know what you’re thinking: this model could be difficult to apply in reality, particularly when it comes to step
5. If you’re wondering how to evaluate a training program in a way that’s more focused on your business
strategy than society as a whole, this next one’s for you.
Anderson’s Model of Learning Evaluation
This is one of the training managers’ favorite evaluation techniques for training, because it helps them keep their
business strategy a priority. And what happens when your training directly supports your strategic priorities?
Success!
The easiest way to explain this technique is with an example. So here it goes.
Suppose that a private healthcare facility only has enough staff and equipment to treat 100 patients with the
level of care they promise. Now, suppose that their training manager develops a program to help the marketing
team win new patients.
If the training is effective, and many new patients are admitted to the facility, the business is at risk of taking on
too many patients. The increased volume might have a negative impact on the level of care patients receive,
which could damage the facility’s reputation.
On the other hand, a training program that gives nurses the knowledge and skills to avoid waste, and thus
reduce costs, would benefit the business. So, quite simply, this model ensures that training is delivered (and
evaluated) where it’s needed the most.
If you’re interested in this technique, then follow the three stages of Anderson’s Model:
Stage 1: Evaluate your current training programs against the business’ strategic priorities. If we return to the
healthcare facility example above, we’d realize that there is a misalignment between the training program that
aims to increase patients, and the strategic priority to deliver high-quality care for patients.
Stage 2: Measure the contribution of training to strategic results. For example, a training program that helps
nurses reduce waste could be measured by the percentage of decrease in material costs at the healthcare
facility.
Stage 3: Find the most relevant approaches for your company. Here’s where you decide whether the ROI is
worthwhile. This final step will depend on your company’s approach. For example, you might compare the
contribution you measured in stage 2 to the resources that were invested into training. Or, you might ask whether
the percentage of decrease in costs was big enough: did it meet your expectations?
If you’re not satisfied with the ROI measured in stage 3, then it’s time to make some improvements to your
training programs.
Summative vs Formative Evaluation
A thorough evaluation will give you the best insight into the drawbacks of your training. So, it’s important to know
how to assess a training program both while it’s being developed (formative evaluation), and after it’s been
delivered (summative evaluation).
Let’s dive a little deeper.
Formative techniques of training evaluation aim to catch problems (and fix them) early on, before they negatively
impact learning. For example, before a new course is delivered, you might run a user-acceptance test to ensure
that the platform is user-friendly. Or, you could ask a subject matter expert to evaluate the course content
against the difficulty level of assessments.
Summative techniques are also known as post-training evaluation techniques, because they happen after training is
completed. Typical examples include Kirkpatrick’s four levels of training evaluation and Anderson’s Model of
Learning Evaluation.

Determine what you’ll measure when evaluating your employee

training program
Before you evaluate the effectiveness of your employee training program, you need to decide what the indicators
of “effectiveness” are. Is training a success when employees become better at their jobs? Or is a happier,
healthier company culture a sign that training is working? Is it, maybe, both?
The point is, you’ll probably want to include more than one measure of training effectiveness. The more
measures you include, the more information you’ll have to help you improve your program.
Wondering where to start? Pick any or all of the popular training effectiveness measures below, and you’ll be on
the right track.
New skills and knowledge
When it comes to learning, training is the pillar, right? For example, if you were training sales staff in persuasion
techniques, you’d want them to be more persuasive when the training was over. This makes the acquisition of
new skills and knowledge one of the top measures of training effectiveness.
The measure of knowledge and skills development is sometimes referred to as ‘learning performance’, because
it relates to an employee’s performance as a learner, rather than their performance on the job. There are lots of
easy ways to evaluate learner performance using a learning management system (LMS), but we’ll discuss those in the
next section of this article.
Learning experience
One measure of training effectiveness that’s often overlooked, even when using the best types of training
evaluation methods, is the learning experience. Why does this matter? Because when the learning experience is
poor, employees are less likely to engage with training content, which means that they’re less likely to learn the
skills that will make them better at their jobs.
This, of course, is a big problem. In fact, it could result in loads of time and resources being wasted on a training
program that never achieved its objectives. So, be sure to measure employees’ perceptions of training delivery
and content. Their feedback could be one of the best ways to measure training effectiveness, offering the best
tips for improving your training.
Employee happiness
Did you know that for many employees, learning is the number one reason they feel happy at work? This is because
learning helps employees to grow and develop, and often opens up new career opportunities, too. Wouldn’t that
make you happy?
And the great thing about happy employees is that they tend to work harder, stay committed for longer, and
produce better results. So, while employee happiness might sound like a strange indicator at first, it’s actually
one of the best results you can hope to see for your business.
Cultural impact
If you’ve never considered measuring the impact of training on your company’s culture, it’s time to start. Culture
is the special ingredient that makes your business unique in a highly competitive world. So, you need to protect it
with training that fosters workplace norms and values that are good for business.
When you deliver employee onboarding training, sensitivity training, or anything else that might impact culture, make
sure to evaluate success based on culture. You can do this by looking for changes in the number of HR
complaints (for example, harassment) after training, or assessing peer review scores for teamwork and positive
attitudes.
Efficiency impact
So far we’ve mentioned four measures to use when you evaluate the impact of your employee training program,
but none of them are business results. So, for this next measure we’ll look at the impact of training on the
efficiency of employees or teams.
Efficiency can be measured in different ways depending on your industry and the specific department you’re
training. For example, a manufacturing company might train their assembly line staff on new equipment, and
then measure how many more units can be completed per day. On the other hand, an online tech business
could measure how many tickets their customer support team closes after completing a training program.
Financial impact
Finally, it’s crucial to evaluate the real impact of a company’s employee training program on its financial position.
The real economic impact of your training can be measured by changes in revenue and profit.
When training is successful, and all the measures of training effectiveness you use show positive results, then
you should see an increase in sales and income, or a reduction in costs – or both! When it’s both, you’ll certainly
also benefit from a rise in profits.

Choose the right training evaluation tools

You wouldn’t measure length with a thermometer, right? So, before you start collecting information about the
results of your training, make sure that you have the right tools for the job. Here are some of the most common
training evaluation tools to choose from. Feel free to use more than just one to measure training effectiveness
and track employee training.
Observations
This is the process of observing employees as they complete a task or process, or engage in a team activity.
Often, the observer will use a journal to record what they see (it’s true, even the best evaluators can’t remember
everything!).
There are many advantages to using observation as a training evaluation tool. You get to observe learning and
behavior changes in a real workplace setting, and it costs nothing more than the observer’s time. It also tends to
be more accurate than self-report questionnaires which can be biased, or influenced by poor memory.
Still, this tool has some downsides. First, you need to find someone objective and knowledgeable with enough
time on their hands to watch each employee for an hour or more. Then, even if you find an observer, there’s the
risk that employee behavior will change simply because they know they’re being watched. This can skew the
results.
Sometimes, though, observation is the best tool. This is especially true when behavior changes aren’t easy to
measure quantitatively. For example, sales skills are easy to measure by the number of sales an employee
makes. Creativity, on the other hand, is tough to measure on the job. So, observing an employee’s creative
ideas and input during meetings is a good solution.
Tests
Tests are a great way to measure changes in knowledge and skills, and they come in all shapes and sizes.
Written assignments can be time-consuming to grade, but luckily the right LMS will give you the tools to create
automatically-graded quizzes that are fun and interactive, too.
Perhaps the best part about tests is that you can measure a specific skill or knowledge area without the
distraction of being observed. For example, you could measure a medical sales rep’s understanding of a new
product with a few multiple-choice questions completed in a private and quiet environment. Plus, once you’ve set
up a quiz on your LMS, you don’t have to invest any more time into this tool.
But there’s a catch. Tests usually don’t measure knowledge and skills in the same environment in which they’ll
be used – the workplace, that is. So you won’t know whether an employee is able to apply what they’ve learned
when there are other distractions and pressures at play.
It’s also worth mentioning that tests aren’t the best measure for skills like persuasion, which are better assessed
in practice (think role-plays). And when it comes to skills for high-risk jobs, like pilots and surgeons, tests aren’t
enough on their own. More realistic assessments, like simulations, are necessary, too.
Surveys
Perhaps one of the most common training evaluation tools and techniques used today is the survey. A survey, or
training evaluation questionnaire, collects data through a series of questions, usually in the form of multiple
choice.
Why are surveys so popular? Probably because they’re highly efficient! You can design one survey, and send it
out to millions of employees at the click of a button. If your survey is delivered via your employee training software, it
gets even better, because you can access the results as an easy-to-interpret and downloadable report.
There’s just one important limitation that you should know about: not many people like questionnaires! Sadly,
surveys get an average response rate of 30% to 40%. So it’s important to explain to employees that surveys help
you improve training, and that you really do want to hear their feedback.
Because surveys ask for people’s perceptions and opinions, rather than hard data, this tool is best suited to
measuring how successful the learning experience was. You can ask employees what they liked about training,
whether the platform was easy to use, and if the content was useful to improving their work.
Interviews
Interviews can be conducted face-to-face or online. But either way, they’re as effective as questionnaires – and
even more so. Why? Because not only can you ask employees a set of questions, but you can answer their
questions and delve deeper into their responses, too. This flexibility often means that you get more valuable and
detailed information from employees about their training.
Unfortunately, the same flexibility can result in a few problems for this evaluation tool. Each interview has to be
conducted separately, which means that you lose valuable time that both the employee and the interviewer
could be using to get work done. Plus, if each interview includes slightly different questions, it can become tricky
to compare or summarize results.
Still, if you’re exploring the reasons behind other results, this is the tool to do it. For example, if most employees
rate the learning experience poorly on a questionnaire, then interviews could help you find out why. Or, if they
rate the learning experience favorably, but don’t improve on-the-job performance, you could use interviews to
identify the reason for this gap.
Focus groups
Focus groups are carefully facilitated discussions among a small group of employees who all completed the
same training. These are great tools for exploring what employees think and feel about training, and to get
suggestions for future improvements.
Of course, focus groups are a little less time-consuming than interviews, because you can question a number of
people at the same time. A group dialogue can also lead to deeper conversations about topics that might not
have been explored in a one-to-one setting.
This makes interviews a particularly effective way to unpack obstacles to training success, and to explore ideas
for improvement. Just watch out for group conflict or any other dynamics that could damage your ability to gather
constructive information about training.
Performance records
If training doesn’t improve job performance, it isn’t working. So, performance records are surely an important
measure to include in any training evaluation. The performance records you choose to use will depend on your
training. But some common examples are deals closed, support tickets solved, units made and customer
satisfaction ratings.
The biggest advantage of performance records is that they’re based on numbers, not opinions. This makes them
free from bias, and a trusted source of information to judge your training success by. Plus, if your LMS
software integrates with your HR tool (like TalentLMS integrates with BambooHR), you can compare training and
performance records more easily.
The only downside when it comes to performance records is that they sometimes create more questions than
they answer. Yup, performance data shows you where a problem exists, but not why it exists. So to get to the
bottom of “why”, you’ll need to leverage more qualitative tools, like interviews or focus groups.
Next steps
If excellent training results are a top priority for you, then you need to find ways to continuously improve your
training program. Just follow the three steps in this article. Start by deciding on a method, then select your
measurements, and choose the right training evaluation tools. Once you’ve set up the right method for you, it will
be much easier to evaluate and improve your employee training program. And your colleagues will be
celebrating your training success in no time!