This study investigated a potential design for an impact assessment framework for evaluating a leadership development program at an employee experience focused organization. Data were collected by surveying 11 past program attendees and interviewing 8 key stakeholders of the program, including executive sponsors, program designers/facilitators, and past attendees regarding the knowledge areas, behaviors, and results to be assessed in the framework, data sources to use, and methods for evaluating results. Findings and recommendations indicated that several knowledge areas, behaviors, and results consistent with the program objectives should be evaluated. Participants advised that pre/post testing as well as ongoing monitoring are needed to detect changes and determine whether those are sustained. Moreover, participants stressed the need for 360-feedback for gauging program impacts. Based on this study, the case organization is advised to develop and test an impact assessment framework and evolve this framework in alignment with shifting organizational structures and strategies.
|School Location:||United States -- California|
|Source:||MAI 81/4(E), Masters Abstracts International|
|Subjects:||Organizational behavior, Management, Instructional Design|
|Keywords:||Employee experience, Financial industry, Impact assessment, Leadership development, Program evaluation, Training evaluation|
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