Training is often about conveying knowledge from one person or group to another, and that is reflected in the evaluation techniques often used when training—for example, written tests to discern the amount of knowledge retained.
But these methods may miss the mark, because acquiring information is only a part of training employees. In fact, it’s only a means to an end—the end being a change in behavior.
A company benefits greatly when employees who become well-versed in correct processes, procedures, values, and missions change their old behaviors based on this new information.
