Project managers were also interested in determining the impact of the training in the workplace. The project evaluation included input from supervisors concerning aspects of employee performance before and after the training. Various productivity factors were monitored to determine impact on the organization. A project team of one representative from each participating company and the WINOC/NCES leadership also established expected outcomes upon project completion. These three data sources were used to determine the training impact on the organization.

The primary gains realized after the training were in productivity/profitability and in the capacity for growth and development in the organization. Productivity was affected by improvements in safety, accident rates, worker's compensation claims, cost of supervision, scrap rates, and employee attendance. For example, in one company 15 of 19 employees had improved attendance after the training. In another company, scrap rate value dropped to $168,200 from $256,900 before the training. The accident rate at one company improved steadily as the training progressed. This company reported 24 accidents in 1998, 11 in 1999 and 8 in 2000. The worker's compensation claims at this company dropped to $175,242 from $352,782 in 1998. Profit in one of the participating companies increased significantly during the pilot period. In 1998, the company reported profit of $14,200. At the conclusion of the training, the company reported $75,000 in profit.

The organizations in the study also were affected by changes in the employee confidence and self-esteem. As employees became more educated, they became more confident and secure. This enabled the workers to better function in the team environment and reduced conflict. Grievances, for example, declined from 28 to 5 in one company. Another company reported a decrease in employee corrective actions from 38 to 18. All seven trainers also reported noticeable changes in employees' ability to cooperate and work together. The training itself was viewed by managers and supervisors as a team-building activity.

Another very noticeable qualitative improvement in the workers was their interest, ability, and capacity for learning. For example, employee self-assessments indicated that 84% of employees became more interested in learning as the training progressed. They also were interested in continuing to learn. In all pilot companies, employees began requesting additional training while the initial training was being conducted. Employee problem-solving, critical thinking, adaptability, and decision-making all improved after the training. These improvements translated into greater capacity for the organization to grow, develop, and compete. For example, one manager reported that employees now offer 60 improvement ideas per quarter. Another CEO projects a 15 percent growth rate for the next two years.

A sample of the gains made by both employees and the organizations is identified in Figure 1.