How should training effectiveness be evaluated under CBM T6?

• A. By attendance alone.
• B. By supervisor opinion only.
• C. Through assessments, performance metrics, and observation of on-the-job behavior.
• D. Through quarterly exams only.

Answer: (C)

Evaluating training effectiveness in CBM T6 rests on gathering evidence that learning actually transfers to performance, not just on how many people showed up or what a supervisor thinks. The strongest approach uses a mix of assessments, performance metrics, and direct observation of on-the-job behavior.

Assessments measure what participants learned, revealing knowledge and skills gained from the training. But knowing something in a test doesn’t guarantee it will be used on the job, so this part should be complemented by metrics tied to real work outcomes. Performance metrics—things like quality, productivity, error rates, safety incidents, or customer satisfaction—show whether the training is producing measurable improvements in job results. Finally, observing employees as they work provides confirmation that new procedures or skills are being applied in real tasks. This on-the-job behavior indicates true transfer of learning and helps identify any gaps between what was learned and what is actually practiced.

Putting these pieces together gives a fuller picture: you confirm learning through assessments, verify impact through performance metrics, and ensure transfer through direct observation. Relying on attendance alone misses learning and application; supervisor opinions can be biased or incomplete; and quarterly exams alone miss real-world performance and behavioral changes.