This actually is a topic, which is not known to many managers and/or it is known but fully disregarded.
But, that is right as well: Evaluation of the Return on Training and transfer of learnings out of seminars is quite difficult to handle, is complex and even with some methods available by now not really significant as there are too many factors, which influence, if and how people can apply what they have learned.
To transfer what they have learned has quite some serious obstacles. Here are some of the key obstacles:
The managers of the seminar-participants: They are not really interested. Too often they send their people to seminars more or less just for motivation … They do not ask, what their people have learned, they do noit ask them to implement learnings, they might be even afraid as they do not know what their people really have learned. And some do not really want that people know and can do things, which thex cannot do. Too pessimistic and negative? Look around! Be honest to yourself.
And this is also why HR-people who honestly try to evaluate the transfer on training fail: There is not enough cooperation of managers (and of participants either).
Seminars liek leadership seminars or selling skills seminars or commuication skills seminars – and also technical seminars – should be seen as investment in the company´s human capital.
If you take the transfer and evaluation serious, you should start with a professional neends analysis (needs of the company , needs of people) and with a careful choice of the trainers and coaches you engange.