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Professional Development Impact Evaluation

Professional Development (PD) Impact Evaluation is a process of evaluating the impact or application of learning gained from PD offerings on the job. It is a process that is embedded in the 70.20.10 model and the Management for Performance Process. The PD Impact Evaluation improves Organisational Development’s efforts in meeting the needs of staff, builds staff motivation to apply learnings on the job and hence improves organisational performance and equips managers with a tool to help their staff apply their learning.

Benefits of PD Impact Evaluation

  • Improves the process of meeting the development needs of employees.
  • Improves employee capabilities to meet the strategic objectives of ECU.
  • Builds staff motivation to apply learning.
  • Equips managers to help staff, apply their learning.
  • Supports and is embedded in the Management for Performance (MPS) process.

Employee Responsibilities:

  1. Pursue continuous learning opportunities and take ownership of their development.
  2. Identify development needs for their current role and future career.
  3. Engage in conversations about development with their line manager as part of the MPS process and as needs arise.
  4. Pursue and commit to agreed learning paths to continue their development.
  5. Work with the manager to embed learning into their work.

Manager’s role in the implementation of the PD Impact Evaluation

Managers have an important role to play in supporting employees to integrate learning from professional development sessions into their jobs, thus improving employee performance.  While employee development falls in the domain of many groups, such as L&D, peer coaches, mentors, etc., in high performing organisations - managers facilitate the development of their employees.

Managers’ responsibilities in this process can be summarised as:

  1. Co-identify key development areas for employees.
  2. Hold development discussions with employees and agree on one to three key performance outcomes and Professional Development (PD).
  3. As required by some PDs, assess employees’ skills or performance prior to attending PD and share assessment with the facilitator prior to the PD.
  4. After the PD, discuss the PD with the participant and offer support for implementation of key outcomes.
  5. In frequent encounters with staff, observe, encourage and offer support.
  6. Provide opportunities for practice –preferably linked to ECU’s strategic objectives.
  7. Three months after the PD share observations with Organisational Development (OD); .
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