On the backend of any training programme, organisations need to track its effectiveness. May Kwok, Superintendent of Police—Force Training Officer explains how the Hong Kong Police Force (HKPF) achieves this.
Kwok states, “In general, we use public opinion, customer and staff surveys and take the results and look at how to improve. We then take the information, apply it to the programmes and provide the learning needed.”
For more specific courses, the Force conducts a pre-course analysis and a post-course analysis. An example of this is the Force command training, where officers are tested when they come in, and again after the training. For an evaluation of the system, Kirkpatrick’s model is being used.
The four levels of Kirkpatrick’s evaluation model essentially measure:
reaction of students—what they think and feel about the training
learning—the resulting increase in knowledge or capability
behaviour—the extent of behaviour and capability improvement, implementation and application of ideas
results—the effects on the organisation or environment resulting from the trainee’s performance
Kirkpatrick recommends all these measures are measured to obtain a full and meaningful evaluation of learning in organisations. Their application generally increases in both complexity and cost through the levels 1-4.
Kwok points out that the HKPF is currently working on level three of the evaluation framework.
The HKPF also employs ISO 9000 standards. Kwok notes, “This system gives us an advantage in that it is dynamic, forces us to seek to improve, and continuously review our processes.”
From this, the force has adapted a quality assurance mechanism, or QM framework. This QM framework has four aspects:
Training
Programme design
Evaluation
Implementation
Though Kwok acknowledged that there is no set accreditation system like ISO 9000 for police forces, but pointed out that public, customer, and employee satisfaction is more important to the Force—and, as such, these are the drivers of any changes made.
Kevin Woods, Assistant Commissioner pointed out if you compare the number of training hours per staff in the Force with other industries—the number of hours of training for members of the HKPF is among the highest in any industry—with around 250 hours per man, per year. He added, “This goes to show our mindset of continuous development and improvement for all levels. How do we assess our training courses? Actually our officers face one of the best tests every day—the public and its opinion.”
Paul Arkwright
Publisher
