The purpose of this paper is to reveal a very result‐oriented and successful method of management training.
The objectives of the paper are achieved by using tangible goals, a high degree of accountability for participants and engagement of staff and management. Theoretical concepts used are the evaluation levels of Kirkpatrick and research of Buckingham.
The paper reveals that measuring results in a management development programme is feasible and productive.
Research is done in only one company. Further research in other branches is necessary to draw firmer conclusions.
Using business targets in training (management should collaborate) Buckingham's six questions form an adequate tool to measure engagement.
The number of elements measured and used in a training programme is original. It is valuable for HRD professionals that want to make stronger business cases to their (internal) management clientele.
