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Publication
Validação do team building
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Abstract(s)
O objectivo deste estudo é validar uma actividade de Team Building utilizando o
modelo de avaliação da formação de Kirkpatrick.
No estudo, foram recolhidos os dados de 25 colaboradores de uma Empresa da
Industria Farmacêutica, 9 do sexo feminino e 17 do sexo masculino. A média de idades está
entre os 36 anos e os 40 anos e o nível de escolaridade predominante é o ensino
secundário, 10 desempenham a função de Chefes de Equipa e 15 a função de Delegados de
Informação Médica.
Foi avaliado o impacto da acção de Team Building no nível 1 (reacção), nível 3
(comportamento) e nível 4 (reacção) do modelo de Kirkpatrick. O impacto no primeiro
nível foi avaliado através de um questionário de avaliação da satisfação dos participantes
relativamente à acção; no que diz respeito ao impacto da formação no terceiro nível, foram
comparadas as médias das competências comportamentais e técnicas no ano de 2003 e
2004; por último, o impacto no quarto nível foi operacionalizado através do número de
vendas de produtos, vendas da companhia, média dos KPI, percentagem de objectivos
individuais atingidos, média final competências Core e performance global dos dois anos.
Os resultados do estudo demonstraram que os participantes se sentiram bastante
satisfeitos com a acção de Team Building e que as competências comportamentais, as
vendas por colaborador e performance global, aumentaram significativamente de 2003 para
2004. Por outro lado, as competências técnicas, competências core, média dos KPI e
percentagem de objectivos individuais atingida não aumentaram de 2003 para 2004.
ABSTRACT: The objective of this study was to evaluate a Team Building activity using the Kirkpatrick's Model for Evaluating the Effectiveness of Training Programs. In the study, data were collected from 25 employees of a Pharmaceutical Industry company, 9 females and 17 males. The average age is between 36 years and 40 years and the dominant educational level is the 12th grade. 10 perform the role of Sales Managers and 15 the role of Medical Sales Representative. The study evaluated the impact of Team Building in level 1 (reaction), level 3 (behavior) and level 4 (reaction) of the Kirkpatrick’s model. The impact on the first level was assessed through a questionnaire in order to get the satisfaction rate of participants in this action, regarding the impact of training on the third level, the study compared the averages of behavioral and technical skills in 2003 and 2004. At the end, the impact on the fourth level was operationalized by the product sales turnover, the average KPIs, the individual goals achieved, the average final core competencies and the overall performance of two years. The study results demonstrated an high level of satisfaction with the Team Building’s Activity. After this program behavioral skills, sales per employee and overall performance, improved significantly from 2003 to 2004. Even though, technical skills, core competencies, the average percentage of KPI and individual objectives not follow the same tendency.
ABSTRACT: The objective of this study was to evaluate a Team Building activity using the Kirkpatrick's Model for Evaluating the Effectiveness of Training Programs. In the study, data were collected from 25 employees of a Pharmaceutical Industry company, 9 females and 17 males. The average age is between 36 years and 40 years and the dominant educational level is the 12th grade. 10 perform the role of Sales Managers and 15 the role of Medical Sales Representative. The study evaluated the impact of Team Building in level 1 (reaction), level 3 (behavior) and level 4 (reaction) of the Kirkpatrick’s model. The impact on the first level was assessed through a questionnaire in order to get the satisfaction rate of participants in this action, regarding the impact of training on the third level, the study compared the averages of behavioral and technical skills in 2003 and 2004. At the end, the impact on the fourth level was operationalized by the product sales turnover, the average KPIs, the individual goals achieved, the average final core competencies and the overall performance of two years. The study results demonstrated an high level of satisfaction with the Team Building’s Activity. After this program behavioral skills, sales per employee and overall performance, improved significantly from 2003 to 2004. Even though, technical skills, core competencies, the average percentage of KPI and individual objectives not follow the same tendency.
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Keywords
Formação Team building Modelo de Kirkpatrick Training Team building Kirkpatrick´s model