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Running head: EVALUATION MODELS

EvaluationModels
TaniaKarney
CUR/528
March9,2015
MichaelBurnett

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Running head: EVALUATION MODELS

Evaluation Models
Evaluation Models are designed to evaluate the success after a training session has been
completed. I will discuss how the new hire training session at Kudler Fine Foods was effective
and ineffective for the new associates.
According to McKillip Needs assessments are decision-aiding tools used for resource
allocation, program planning, and program development (Mckillip, p. 262, 1998). A needs
assessment will be used to determine the effectiveness of the course, relevancy of course
materials and literature and also to assess student success and practicable application of
principles of entrepreneurship upon completion of the course. In order for the needs assessment
to be effective there should be a clear understanding surrounding the reason for the assessment.
After the five day training session was completed the new associates were promoted to
being working in there new areas of Kudler Fine Foods. Each associate was asked to provide
feedback in regards to the training sessions be it good or bad. We advised the associates that the
feedback is intended to help the training staff going forward to get a better idea of what works
for the company and what should be omitted in the future. Each associate was asked to complete
an Evaluation Model that was designed by our corporate trainer. The purpose of the model is to
provide the corporate staff with the necessary information to ensure that each training session is a
success. After reviewing the steps in the Logic Model I felt it would be best to follow the
procedures to ensure that the evaluation is completed properly. The Logic Model is intended to
describe how a training session should work to achieve the desired outcomes. The training
session that took place at Kudler Fine Foods was intended to introduce the newly hired
associates to the ways of fine foods as well as the policies and procedures at Kudler Foods.

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Running head: EVALUATION MODELS

Resources
The resources used to make this training session a success were materials that we felt
have worked in the past with previous training courses. Our material is updates every six months
to reflect the current safety information as well as our up to date training material. We ensure that
our team has the most up to date information regarding Kudler Foods.
Activities
We include daily breakout sessions to ensure that the new associates are getting familiar
with the store as well as their new departments. What this means is we allow them time to
shadow the department leads to ask questions and just to see how things work on a daily basis.
We implemented this a few years back after the feedback was brought to us by a few new
associates. We felt this is a great addition to our training and allows the associates to get a more
hands on approach for what they will be doing.

Outputs
Each associate is expected to give 100% of their time and effort to learning the new
information which is intended to make their career at Kudler a long lasting one. Our training staff
put a lot of effort into developing the training material that we felt would be most effective for
performing the daily task in each department.
Budget
The budget for the training is allocated around $30,000 which covers the five day training
for the eight newly hired associates and the instructor. Each day the 8 hour training will cost
$250 for each employee. The total for the training class will come to $1250.00 for the 5 days; the

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Running head: EVALUATION MODELS
entire cost will be 10,000.00. The fee for the instructor and the usage of the training material will
be deducted from the other $20,000.00.
Allotted time for training
The training course is expected to last one week beginning on Monday and ending with the
final exam and graduation ceremony on Friday. Training will beginning promptly at 8am each
day and end at 5pm. Employees are expected to arrive on time and remain until the sessions are
dismissed. During each session the course will be divided into training modules, also there will
be allotted time for presentations from the Kudler Management team.

January 26, 2015 8am-5pm (12pm-1pm) lunch daily

January 27, 2015 8am-5pm

January 28, 2015 8am-5pm

January 29, 2015 8am-5pm

January 30, 2015 8am-12pm 1pm-5pm

Training days 1-4

8am-9am Introductions of Kudler Management Team

9am-10am HR personnel

10am-11am Simulations

11am-12pm Lectures/Modules

12pm-1pm Lunch

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Running head: EVALUATION MODELS

1pm-2pm Team building activities

2pm-3pm Safety training

3pm-4pm Debriefing

4pm-5pm Questions, feedback

Day 5

8am-9am Review

9am-10am Final Exam

10am-12pm Course overview, survey

12pm-1pm Lunch

1pm-5pm Graduation Ceremony

Information needed
The information needed will come directly from the Kudler Food training manual and

from Kudler Foods internal data base. Each new hire will be provided with a training manual on
the first day of training. Each associate will also have access to the online training material.
During the sessions the associates will complete modules and at the end of each session will
complete an assessment exam in order to move to the next phase. Each associate is expected to
successfully pass each section in order to be eligible for the next section. Each associate will be
given two attempts to complete the assessment. At the end of the training course the instructor
will provide the employees with their certificates of completion.

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Running head: EVALUATION MODELS
Determine whether the information already exists or can be obtained
with your resources
The training information is updated yearly by the Kudler management staff, training material
will be distributed to each trainee upon arrival on the first day of training. The information will
be accessible to each new hire, via the employee manual and the online training material.
The goal of Kudler Fine Foods are to ensure that each associate has the best possible training
experience that will allow them to be knowledgeable, helpful, and resourceful for our customers.
We feel by providing an extensive 5 day training course we will accomplish just that. Our goal is
to teach our associates how to provide exceptional customer service. To ensure each associate is
prepared for the final exam. Our final goal is to provide the necessary resources for each
employee to be successful.
Needs Assessment Form
Evaluations will be conducted daily by the trainer as well as the department leads.
Shadowing will take place where the associate is allowed to follow the lead of a seasoned
associate in their department. Evaluations and feedback will be provided to the new associates at
the end of each session to ensure that the associates is grasping the information as well as
actively participating in the training. Each day the instructor will complete an assessment form
regarding the trainee. This assessment will determine if the associate is on task to proceed to the
next phase. At the end of the training the daily assessment along with the final assessment will be
placed in the employees file until their yearly review.
Assessment questions

Has the trainee completed the day one assessment?

Is the trainee retaining the information that is being presented?
Does the trainee show an interest in the material that is being presented?
Is the trainee prepared for class and ready to learn?

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Running head: EVALUATION MODELS
Training Program Culture and Environment

Are trainees comfortable with the instruction environment provided?

Are the objectives and goals clearly understood by the trainees?

Was the instructor knowledgeable?

Did the instructor encourage participation?

What type of feedback did the trainees provide regarding the instructors?
Material, Assessment, and Instruction

How often is the course material updated?

Is the course material aligned with each departments role and responsibility?

Is individual safety strongly encouraged?

Has each trainee read a signed a safety contract?

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Running head: EVALUATION MODELS

Reference:
Mckillip, J. (1998). Needs Analysis: Process and techniques. Thousand Oaks, CA: Sage.
Royse, D., Thyer, B., & Padgett, D. (2010). Program Evaluation: An Introduction (5th ed.).
Belmont, CA: Wadsworth.