Evaluating organisational effectiveness

Abstract

Trainers are often pressed to explain to potential clients the anticipated gains the organization can expect from a training event. This task is made all the more difficult as organizations often demand that the explanation be given in financial terms with measurable quantifiers. The article considers measures commonly used for organizational effectiveness and suggests a way of combining them to form the basis of a framework that can be agreed with the client before the event takes place. This framework should also fit into the organization’s existing performance evaluation system.