Organizations, especially in the healthcare sector, invest significant resources in training, and evaluating this process is a complex task. The aim of this chapter is to introduce a sustainable model for evaluating the impact of training in the healthcare sector.
Existing approaches in the literature tend to focus on quantitative methods such as Return on Investment (ROI) and Social Return on Investment (SROI), as well as single-event assessments. However, many of these tools and models are often deemed too complex and time-consuming, leading to their underutilization or improper use.
To address these challenges, the TIE-H model (Training Impact Evaluation - Healthcare Model) offers a sustainable approach to evaluating training impact. The model is designed to be implemented within organizational processes and can be maintained as part of standard procedures without external consultants.
The development of the model involved a 4-year Action Research intervention in a large Italian healthcare organization, with the active participation of training management and training referents. It was tested on over 350 training courses. One key feature of the model is that the process of evaluating training impact begins during the planning phase. This involves classifying each training based on three impact criteria, setting goals, identifying indicators, and determining the evaluation timeline. The model incorporates both qualitative and quantitative evaluations.
The TIE-H model not only provides a new process for evaluating training impact but has also demonstated effectiveness by aligning the planning phase with the training objectives. This facilitates the identification of training result expectations and serves as a guiding framework for training planning
