Training Evaluation Report

Coaching For Performance

In 2009 a training programme was instigated called Coaching for Performance. The need for this
intervention was identified by managers during their PDP discussions with staff and Training Needs
Analysis discussions with L&D. The company selected to deliver this training was Geneva Management,
the trainer was Douglas Haddow.

The intervention consisted of a two-day in-house training course. In discussion with Douglas, it was
agreed that there would be no formal test to evaluate the level of learning, as this is not appropriate to
the subject. Instead, the delegates would develop their own action plans, which would be followed up
xxx months after the training session by Douglas. In addition, I asked the delegates to complete a
course evaluation form at the end of the session.

On review of the evaluation forms, I note the following points:

After a period of xxx months, Douglas carried out 1:1 follow-up sessions with each delegate. In this
review the delegates reviewed some of the key principles from the course and discussed their action
plan progress. In addition, the delegates’ line managers were interviewed in order to determine whether
or not they had noticed a difference in the delegates’ behaviour (specifically relating to coaching) since
the course.

Following these sessions, I held a review with Douglas to evaluate the effectiveness of the programme.
It became apparent that while progress had been made and the interval between the initial training
session and the follow-up felt right, the delegates would have benefited from additional support sooner
after the course. As a result, it was agreed that some sort of reminder would be sent to delegates soon
after the course. On further discussion it was agreed that a short quiz would help to engage the
delegates and remind them of the principles of the course.

In addition, reviewing the progress of the action plans, it became clear to me that further support would
help the delegates continue to improve their coaching skills, to enable them to reach the ultimate goals
identified in their plans. A “How To…” session was devised by Geneva Management with the aim to
tackle the specific issues and difficulties that the delegates had been encountering. This would be
followed up by a final 1:1 after a period of xxx weeks to determine the level to which the coaching
principles had been embedded.

A “How To…” session was held in November 2009. Further course evaluation forms were completed in
order to help me evaluate whether or not the programme as it had been devised was working for the
delegates. In order to determine this it was felt that the generic evaluation forms would not be sufficient
so a form specific to this training course was written.