he need for the training program, it will never work the way it is meant to work. The managers need to reinforce what is learned in the training program in the actual workplace in order for the training to be effective.Toyota’s human resources department has set requirements in order for class lectures to take place. At least six group leaders are needed for a training session to occur. Some classes even have prerequisites that group leaders in training must meet before attending. Many of these prerequisites are just other class sessions. The classes, on average, are four hours in length. Even though many classes only last from 45 minutes to an hour there are a few that last a total of eight hours.In order to know whether the training program is working or not, Toyota needs to evaluate the success of its training and development. TMMI uses the model from Kirkpatrick’s A Practical Guide for Supervisory Training and Development that suggests there are four levels of evaluation. The first level is one of Reaction. At this level, the measurement is not very subjective. TMMI uses what they call a “smile sheet” to evaluate the performance of the training program at the reaction stage. For example, the “smile sheet” contains questions such as “Did you like the training?”, “What did you like about the training?”, “What did you not like about the training?”, and “Did you feel that you benefited from the training?”. The next level focuses on Learning. A quiz could be used as a measuring tool in order to show what attitudes, skills, and amount of knowledge were learned during the training process. The questions asked at this level are more open-ended than those of the first level.Behavior is the concentration of the third level. For this level of evaluation, the measurement of success could be managers watching the trainees in the field to see if and...
