梅西焦点对战，大坂直美与40激战快船分钟，出色防守胜负难料！

　　作者：Marta Wilmoth

　　翻译：安迪曼研究院

　　来源：Kirkpatrick PartnersBlog

　　2015年ATD Valley of the Sun Don Kirkpatrick奖学金的开云网站冠军得主Marta Wilmoth成功地在过去的一年内帮助梅西百货公司推行了开云体育她的新培训项目。以下为Marta的分享，由安迪曼研究院翻译呈现。

　　Marta主导的培训项目的成功使客户费力度（注：“费力度”涵义请查看文末注释）得到了改善。梅西百货的客户费力度是一项测量客户服务满意度的单一问题指标。指标背后的原理是服务组织通过减少客户使用其产品所花费的精力来提升客户的忠诚度。

　　自从我尝试将柯氏四级融入到工作中以来，我们的学习与发展团队成功为macys.com的线上业务启动了一项全新的改良版新员工培训项目。超过2500名员工成功完成了重新设计改版的新员工培训项目。通过柯氏的混合式评估计划?，我能够很清晰地展示出改良版新员工培训项目带来的具体价值。

　　第一级：学员反应

　　我设计了一项调查用来搜集讲师及学员的反应。该调查能够帮助我们测量学员对学习项目的喜好程度，找出在培训过程中有哪些痛点或问题。

　　除了调查数据，教学设计团队每两周都会与讲师团队进行信息焦点小组访谈，以深入了解课程在真实的课堂环境中学员对课程的参与度与反应效果如何。

（点击查看大图）

　　第二级：学习

　　为了测量学员对培训课程要求掌握的目标知识、技能的掌握水平及相关态度的培养程度，我创建了一项训后调查，在培训项目结束后的一个月后征求学员及其直属上级主管的相关反馈意见。这种双层级的调查反馈能够让我们轻松了解到学员在培训项目结束后学员有多大的倾向及多大的信心在工作中实践培训学习内容。

　　第三级：行为改变

　　通过与组织业务情报团队合作，我会间歇性地记录关键性指标的变动以确保监控学员的行为改变。在培训课程实施后的5个月内，正处于业务旺季时段，通过监控和记录，我能够很清晰地看到关键的“行为驱动力”指标受到了培训项目带来的积极影响。

　　第4级：业务结果

　　除了“行为”指标之外，我还监控了客户反馈数据并关注了公司的财务表现以了解培训项目对组织内部及外部的领先指标都造成了什么样的影响。我非常高兴地发现我们的财务业绩与我们零售的竞争对手们都足以平分秋色，而我们的YOY客户费力度得到了非常客观的改善。

　　应用混合式评估计划?让我得以攀登到培训的“峰顶”。通过应用我在柯氏四级培训项目中学到的技巧，我成功地呈现了我们全新的改良版的新员工培训项目对业务产生的可量化的影响效果。客户服务部门的副总经理是这样评价我们的项目的：“学习与发展部门推出的新员工培训项目以推动业务结果为方针，对这个旺季的客户费力度产生了非常积极的影响。”

　　参加柯氏认证不仅仅让我的公司获益，也让我本人得到了许多收获。我希望在未来能够坚持使用柯氏认证提供的工具做好培训评估，为达成公司未来的业务目标做出贡献。

　　关键词汇：

　　——————

　　客户费力度：客户费力度的英文表述是Customer Effort Score，是服务领域的新名词，首次在著名的《哈佛商业评论》（Harvard Business Review）一篇题为“Stop trying to delight your customers”的论文中亮相。旨在表明客户使用你开云app的产品或服务过程中，需要投入多少时间和精力成本？

英文原文

How Macy's Used the Kirkpatrick Model to ImproveTheir Customer Effort Score

　　Our 2015 ATD Valley of the Sun Don Kirkpatrick Scholarship winner, Marta Wilmoth, has been successfully implementing her new training program for Macy's over the past year.

　　The success of Marta's program led to an improved Customer Effort Score. Macy's Customer Effort Score is a metric to measure customer service satisfaction with one single question. The underlying thought is that service organizations create loyal customers by reducing customer effort.

　　Since my last update, our Learning and Development team successfully launched a new and improved New Hire Training Program for our macys.com business. Over 2500 associates successfully completed the redesigned New Hire program. Implementing the Kirkpatrick's Blended Evaluation Plan?, I was able to demonstrate the value of the improved New Hire Training Program.

　　Level 1: Reaction

　　I designed a survey structured to gather the reactions of facilitators and participants. The survey aided in measuring the degree that participants reacted favorably to the learning event, and in identifying any pain points or issues experienced during the training.

　　In addition to survey data, the Instructional Design teams held information focus groups bi-weekly with the Facilitation teams to gain insight into agent engagement and reception in the live classroom environment.

　　Level 2: Learning

　　To measure the degree to which participants acquired the intended knowledge, skills and attitudes from the training event, I constructed a post-training survey to solicit feedback from the participant and their direct supervisor 4 weeks after the conclusion of the training program. The bi-level response data provided insight into the aptitude and confidence the participant exhibited upon completion of the training event.

　　Level 3: Behavior

　　In partnership with our Business Intelligence team, I created interval reporting to monitor behaviors through key metrics. Over the course of 5 months, during peak season, I have been able to demonstrate that the training program had a positive impact on key "behavior driven" metrics.

　　Level 4: Results

　　In addition to key "behavior" metrics, I monitored customer response data and our company's financial performance to measure the impact the training program had on both our internal and external leading indicators. I was pleased to report our financial performance was comparable to our retail competitors, and our YOY Customer Effort Score showed considerable improvement.

　　Using the Blended Evaluation Plan?, I have reached the "top of the mountain." Manned with the skills I learned during the program, I successfully created a visual story showing the measurable impact our new and improved New Hire Training Program had on the business. The Senior Vice President of Customer Service stated, "Learning and Development's results-driven approach to the training of New Hire agents positively influenced the Customer Effort Score during peak season."

　　My Kirkpatrick certification achievement has not only reaped benefits for our company, but has been truly self-rewarding, as well. I look forward to continuing to pay it forward using my Kirkpatrick certification toolkit and contributing to the success of future company results-driven goals.

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