Measuring sales training effectiveness at the behavior and results levels using self- and supervisor evaluations

Purpose - The purpose of this article is to improve the sales training process by gaining a deeper understanding of the first two levels-reaction and learning. Design/methodology/approach - A total of 79 sales supervisors of a US firm operating in Egypt participated in the study. They evaluated level 1 (reaction) by rating the design and operation of their sales training programs. Level 2 measured the value of information gained from training topics. Findings - Trainees stated that the training either helped or solved sales and non-sales problems. Data from both training levels were factored analyzed and each resulted in a two-factor solution. Research limitations/implications - This research offers advice for setting standards for evaluating sales training programs. Knowledge gained is more important to determining if sales training has been effective. Learning evaluation showed that trainees believed the value of selling skills, company information, and behavioral training topics were valuable and the role of the instructor was important. Practical implications - This research offers advice for setting standards for evaluating sales training programs. Knowledge gained is more important to determining if sales training has been effective. Learning evaluation showed that trainees believed the value of selling skills company information and behavioral training topics were valuable and the role of the instructor was important. Originality/value - Since global firms devote significant sums of time and money training their sales forces, the greater understanding of the process results in improved effectiveness of sales training programs.