Description
hdfc project
TRAINING AND DEVELOPMENT
By– Sandhya Sahu Roll No- 64
Training and development
During the 1930s. Many people used to refer it before by its traditional titles, such as Personnel Administration or Personnel Management. But now, the trend is changing. It is now termed as Human Resource Management (HRM). Human Resource Management is a management function that helps an organization select, recruit,trainanddevelops. Human Resource Management (HRM), a relatively new term, that emerged HUMAN RESOURCE MANAGEMENT Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare etc. Human Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development.
TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT
Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
ROLE OF TRAINING
Training and Human Resource Management
The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now a days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization
. To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses. Role of HRD Professionals in Training
This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is
1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Flexible access i.e. anytime, anywhere training
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs. Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
Training Calendar
Training calendar of all companies require different training programs based on a. Core competencies b. Competency deficiency c. Org Culture/ values d. Leadership vision e. MBO
ANNUAL TRAINING CALENDAR With the cost aspect of each training program and final budget for trainings.
Training Schedule 2011-2012 Basic Training
(main Division) Recruitm ent at HO 4th 2nd 6th 4th 1st 5th 10th 7th 5th 2nd 6th 5th Basic Training 5th - 9th 3rd - 7th 7th - 11th 5th - 9th 2nd - 6th 6th - 10th 11th 15th 8th 22nd 6th - 20th 3rd - 17th 7th - 21st 6th - 10th (Aztec Division) Recruitm ent at HO 11th 12th 13th 11th 8th 12th 17th 14th 12th 9th 13th 12th Basic Training 12th 16th 13th 17th 14th 18th 12th 16th 9th - 13th 13th 17th 18th 22nd 15th 29th 13th 27th 10th 24th 14th 28th 13th 17th
Date Apr, 11 May, 11 June, 11 July, 11 August, 11 September, 11 October, 11 November, 11 December, 11 January, 12 February, 12 March, 12
Expected No of Participants 20 20 20 20 20 20 20 20 20 20 20 20
Cost per Head/day 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000
No of Days 5 5 5 5 5 5 5 15 15 15 15 5
Cost of The Training Programme 100000 100000 100000 100000 100000 100000 100000 300000 300000 300000 300000 100000 2000000
ANNUAL COST
Training need Identification format.
(Corporate Services) Training Needs Identification Form
Location Sl. # Name of the Employee (Head Office/ Factory/ Region) Behavioral & Attitudinal Training
Training Category Skills Development & Functional Related Training Awarenes s Training Remarks
Training Evaluation Format
The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.
Purposes of Training Evaluation The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes. Process of Training Evaluation Before Training: The learner's skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.
During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase. Techniques of Evaluation The various methods of training evaluation are:
• • • • •
Observation Questionnaire Interview Self diaries Self recording of specific incidents
TRAINING EVALUTION FORMAT
Name-__________________HQ-________________ Desg-__________ Venue-_____________
Parameters 01-Product Knowledge 02-Competitor’s Knowledge 03-Strategy Knowledge 04-Grasping Power 05-Detailing Ability 06-Objection Handling 07-Assertiveness 08-Ability to Listen & Respond 09-Grooming/Appearance 10-Punctuality 11-Discipline 12-Attitude towards Learning 13-Level of Participation 14-Confidence Level 15-Team Spirit Total
5
4
3
2
1
0
Rating:-5-Excellent/4-very Good/3-Good/2-Satisfactory/1-Fair/0-Poor
Test No Marks
1
2
3
4
5
Total
Strength of Medical Rep:_____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ ____________________________________
Area of Development:_____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ ____________________________________
Middle Managers' Development Programme
This comprehensive in company programme provides middle-level managers with the opportunity to take stock of their approach to management and consider ways in which they may need to adjust that approach to take account of changing circumstances and increasing responsibilities. The programme places a particular emphasis on the middle manager’s role in both influencing and implementing strategy and organisational change. Other important themes include supporting the development of junior managers (creating a climate in which they can be effective) and developing collaborative relationships within, and beyond, the organisation. This Middle Managers' Development Programme In House Training offers a highly varied and interactive course employing a mix of informal lecture, case studies, discussion, exercises and training films. Course numbers are restricted to a maximum of 12 people to ensure maximum participation. Topics covered include: The middle manager’s role and the nature of modern management Understanding organisations, organisational culture and organisational behaviour Management style – ‘differential leadership’ Interpersonal skills and behavioural competences Team-building and ‘Superteams’ Managing performance Change and continuous improvement Creative thinking and problem solving
Getting support - organisational politics Making a case Supporting and developing managerial and professional staff Reviewing the value delivery system and developing collaborative relationships Managing priorities to meet key responsibilities
Training is often considered as an expense; however you have to do all to make it worthy of contributing to the bottom line First Things First
Clarify these Questions
1)What role your senior Management wish to play & what are the resources committed in terms of people in training, infrastructure, outside faculty,your training outside etc. 2)How good are you, your team in technical knowledge, thats important & how can you put it across in simple manner to your audience 3)What is per call return you expect & what is the status today 4)What & how can you add to each call. Considering that you get on average 3 minutes with each medical practioner & you have to work on 4 aspects Knowledge-ofCustomers, product, Selfawareness ofself Attitude-Go getter frame of mind inspite of rejection. Skills-Poficiency in handling a situation. Habits-Good business development habits
Step wise
1)Carry out survey to identify the should have & present level of the above. 2)Map then& Quantify them 3)Most important is Communication skills & confidence. Inmost cases this is deficient especially in non Metros 4)Plan individual growth Programmes on time span of 3-9 months
5)Execute at all cost 6)Your assesment of each trainee has to be clinical not judgemental For Soft Skills work on both the scientific Content & on its forceful delivery to build confidence. Afterall only the confidence speaks in the clinic 1)Map the skills required( make list of its parts & scale for each ) 2)Create a glossary of medical terms expected to be used in detailing/sales talk 3)Circulate detailing stories 4) At your programmes insist on scientific content in sales presentation 5)Use different games & tools to Video Recording,Just a minute, quiz etc at trainings
Communication skills
Communication skills cant be taught in classroom. Give people assignments & let them come back after 2 months. Check if thier supervisor has acceptable communication standard. HR department in XYZ ltd had a separate Training Division to cater to the needs of the training and development of such a large work force. Under the supervision of their HR Director, the Sr. Manager Training started doing the Training need identification for all the managers, as at that point they just wanted to cover the Manager level only, which itself had more than 60 managers for a 2500 workforce. The Sr. Manager who was working with the organization for the past 7 years once asked the Director HR that, what was the need of TNA, they could just go through the appraisal forms of the previous year and plan the training calendar accordingly, which was not such a bad idea but while going through the forms they all realized that it was a waste of time, the better option was to get the questionnaire filled from the Managers and their seniors for TNA. That is how all the steps were followed properly to organize the training for the managers for that particular year.
During the process, the newly appointed Director HR faced a lot of problems and aversions from many people, including the training division. And the reason was, that the trainings will be planned and delivered, but the requirement need not matter… This is the situation in many organization now, training for them is just a status function, which means that if a competitor is providing training, so even we should do it and more so from the same vendor… amusing, isn’t it? And if this is not enough, most organizations have nothing to do with calculating ROI on training and finding out how effective the training had been for their employees. It is just a way to utilize the budget not really investing. And if you speak to the employees in such organizations, most of them like to attend trainings as it saves them from day to day work, some attend to pass their time and for the food they get, some don’t attend at all and take leaves, some make excuses that training is just a formality, their work is more important. But have you guys as an HR professional ever thought why people think like that for trainings? Reason lies in the paragraphs narrated above, yes; we actually do not train them but Drain them to never come back again. Training being such an important function needs to be taken very seriously, it is one function which if methodically done can bring lot of benefits not only in productivity/performance but also in a person’s outlook and attitude. What can be done to make training more effective and employee friendly? read on…. Training can be effectively measured and the ROI can be calculated with just a little bit more time by the HR department and the line managers in coordination. Evaluating training can make it more fruitful and yes you can design better programs in future for the employees, once you know how much they have benefited from such programs already. # Obtain a feedback session after at least 3 weeks from the date of finishing the training program. Bring them back, ask questions, evaluate their performance and always tell their Line Managers to send their pre training performance ratings and post training. No, no, my dear friends, the results will not show so early but the symptoms will.
# Give them a clear cut action plan while in training so that they all can learn about their own shortcomings and how to overcome them after returning to their jobs. The action plan will showcase to them their future course of action which can be discussed with their immediate superiors and who can help them in initiating the changes and make the training worth. # May be for the next 6 months to one year depending upon what kind of training is being provided, the review meetings at regular intervals need to be organized with the Immediate Senior, Trainer and the Department Head to achieve the desired results accompanied by the supervisor’s observation.
# Compare the findings of training need analysis and identification and the effectiveness, and this actually works as a factual report not just for the candidate who attended the training but also for the trainer, who can boast of his/her achievements in the next program. Training is such vast topic that it may need many more articles to complete the entire procedure, process and methodology and of course the effectiveness…but for starters or for people finding difficulty in evaluating training, this write up can help. So guys…HAPPY TRAINING AND HAPPY LEARNING
doc_298975538.doc
hdfc project
TRAINING AND DEVELOPMENT
By– Sandhya Sahu Roll No- 64
Training and development
During the 1930s. Many people used to refer it before by its traditional titles, such as Personnel Administration or Personnel Management. But now, the trend is changing. It is now termed as Human Resource Management (HRM). Human Resource Management is a management function that helps an organization select, recruit,trainanddevelops. Human Resource Management (HRM), a relatively new term, that emerged HUMAN RESOURCE MANAGEMENT Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare etc. Human Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development.
TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT
Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
ROLE OF TRAINING
Training and Human Resource Management
The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now a days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization
. To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses. Role of HRD Professionals in Training
This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is
1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Flexible access i.e. anytime, anywhere training
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs. Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
Training Calendar
Training calendar of all companies require different training programs based on a. Core competencies b. Competency deficiency c. Org Culture/ values d. Leadership vision e. MBO
ANNUAL TRAINING CALENDAR With the cost aspect of each training program and final budget for trainings.
Training Schedule 2011-2012 Basic Training
(main Division) Recruitm ent at HO 4th 2nd 6th 4th 1st 5th 10th 7th 5th 2nd 6th 5th Basic Training 5th - 9th 3rd - 7th 7th - 11th 5th - 9th 2nd - 6th 6th - 10th 11th 15th 8th 22nd 6th - 20th 3rd - 17th 7th - 21st 6th - 10th (Aztec Division) Recruitm ent at HO 11th 12th 13th 11th 8th 12th 17th 14th 12th 9th 13th 12th Basic Training 12th 16th 13th 17th 14th 18th 12th 16th 9th - 13th 13th 17th 18th 22nd 15th 29th 13th 27th 10th 24th 14th 28th 13th 17th
Date Apr, 11 May, 11 June, 11 July, 11 August, 11 September, 11 October, 11 November, 11 December, 11 January, 12 February, 12 March, 12
Expected No of Participants 20 20 20 20 20 20 20 20 20 20 20 20
Cost per Head/day 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000
No of Days 5 5 5 5 5 5 5 15 15 15 15 5
Cost of The Training Programme 100000 100000 100000 100000 100000 100000 100000 300000 300000 300000 300000 100000 2000000
ANNUAL COST
Training need Identification format.
(Corporate Services) Training Needs Identification Form
Location Sl. # Name of the Employee (Head Office/ Factory/ Region) Behavioral & Attitudinal Training
Training Category Skills Development & Functional Related Training Awarenes s Training Remarks
Training Evaluation Format
The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.
Purposes of Training Evaluation The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes. Process of Training Evaluation Before Training: The learner's skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.
During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase. Techniques of Evaluation The various methods of training evaluation are:
• • • • •
Observation Questionnaire Interview Self diaries Self recording of specific incidents
TRAINING EVALUTION FORMAT
Name-__________________HQ-________________ Desg-__________ Venue-_____________
Parameters 01-Product Knowledge 02-Competitor’s Knowledge 03-Strategy Knowledge 04-Grasping Power 05-Detailing Ability 06-Objection Handling 07-Assertiveness 08-Ability to Listen & Respond 09-Grooming/Appearance 10-Punctuality 11-Discipline 12-Attitude towards Learning 13-Level of Participation 14-Confidence Level 15-Team Spirit Total
5
4
3
2
1
0
Rating:-5-Excellent/4-very Good/3-Good/2-Satisfactory/1-Fair/0-Poor
Test No Marks
1
2
3
4
5
Total
Strength of Medical Rep:_____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ ____________________________________
Area of Development:_____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ ____________________________________
Middle Managers' Development Programme
This comprehensive in company programme provides middle-level managers with the opportunity to take stock of their approach to management and consider ways in which they may need to adjust that approach to take account of changing circumstances and increasing responsibilities. The programme places a particular emphasis on the middle manager’s role in both influencing and implementing strategy and organisational change. Other important themes include supporting the development of junior managers (creating a climate in which they can be effective) and developing collaborative relationships within, and beyond, the organisation. This Middle Managers' Development Programme In House Training offers a highly varied and interactive course employing a mix of informal lecture, case studies, discussion, exercises and training films. Course numbers are restricted to a maximum of 12 people to ensure maximum participation. Topics covered include: The middle manager’s role and the nature of modern management Understanding organisations, organisational culture and organisational behaviour Management style – ‘differential leadership’ Interpersonal skills and behavioural competences Team-building and ‘Superteams’ Managing performance Change and continuous improvement Creative thinking and problem solving
Getting support - organisational politics Making a case Supporting and developing managerial and professional staff Reviewing the value delivery system and developing collaborative relationships Managing priorities to meet key responsibilities
Training is often considered as an expense; however you have to do all to make it worthy of contributing to the bottom line First Things First
Clarify these Questions
1)What role your senior Management wish to play & what are the resources committed in terms of people in training, infrastructure, outside faculty,your training outside etc. 2)How good are you, your team in technical knowledge, thats important & how can you put it across in simple manner to your audience 3)What is per call return you expect & what is the status today 4)What & how can you add to each call. Considering that you get on average 3 minutes with each medical practioner & you have to work on 4 aspects Knowledge-ofCustomers, product, Selfawareness ofself Attitude-Go getter frame of mind inspite of rejection. Skills-Poficiency in handling a situation. Habits-Good business development habits
Step wise
1)Carry out survey to identify the should have & present level of the above. 2)Map then& Quantify them 3)Most important is Communication skills & confidence. Inmost cases this is deficient especially in non Metros 4)Plan individual growth Programmes on time span of 3-9 months
5)Execute at all cost 6)Your assesment of each trainee has to be clinical not judgemental For Soft Skills work on both the scientific Content & on its forceful delivery to build confidence. Afterall only the confidence speaks in the clinic 1)Map the skills required( make list of its parts & scale for each ) 2)Create a glossary of medical terms expected to be used in detailing/sales talk 3)Circulate detailing stories 4) At your programmes insist on scientific content in sales presentation 5)Use different games & tools to Video Recording,Just a minute, quiz etc at trainings
Communication skills
Communication skills cant be taught in classroom. Give people assignments & let them come back after 2 months. Check if thier supervisor has acceptable communication standard. HR department in XYZ ltd had a separate Training Division to cater to the needs of the training and development of such a large work force. Under the supervision of their HR Director, the Sr. Manager Training started doing the Training need identification for all the managers, as at that point they just wanted to cover the Manager level only, which itself had more than 60 managers for a 2500 workforce. The Sr. Manager who was working with the organization for the past 7 years once asked the Director HR that, what was the need of TNA, they could just go through the appraisal forms of the previous year and plan the training calendar accordingly, which was not such a bad idea but while going through the forms they all realized that it was a waste of time, the better option was to get the questionnaire filled from the Managers and their seniors for TNA. That is how all the steps were followed properly to organize the training for the managers for that particular year.
During the process, the newly appointed Director HR faced a lot of problems and aversions from many people, including the training division. And the reason was, that the trainings will be planned and delivered, but the requirement need not matter… This is the situation in many organization now, training for them is just a status function, which means that if a competitor is providing training, so even we should do it and more so from the same vendor… amusing, isn’t it? And if this is not enough, most organizations have nothing to do with calculating ROI on training and finding out how effective the training had been for their employees. It is just a way to utilize the budget not really investing. And if you speak to the employees in such organizations, most of them like to attend trainings as it saves them from day to day work, some attend to pass their time and for the food they get, some don’t attend at all and take leaves, some make excuses that training is just a formality, their work is more important. But have you guys as an HR professional ever thought why people think like that for trainings? Reason lies in the paragraphs narrated above, yes; we actually do not train them but Drain them to never come back again. Training being such an important function needs to be taken very seriously, it is one function which if methodically done can bring lot of benefits not only in productivity/performance but also in a person’s outlook and attitude. What can be done to make training more effective and employee friendly? read on…. Training can be effectively measured and the ROI can be calculated with just a little bit more time by the HR department and the line managers in coordination. Evaluating training can make it more fruitful and yes you can design better programs in future for the employees, once you know how much they have benefited from such programs already. # Obtain a feedback session after at least 3 weeks from the date of finishing the training program. Bring them back, ask questions, evaluate their performance and always tell their Line Managers to send their pre training performance ratings and post training. No, no, my dear friends, the results will not show so early but the symptoms will.
# Give them a clear cut action plan while in training so that they all can learn about their own shortcomings and how to overcome them after returning to their jobs. The action plan will showcase to them their future course of action which can be discussed with their immediate superiors and who can help them in initiating the changes and make the training worth. # May be for the next 6 months to one year depending upon what kind of training is being provided, the review meetings at regular intervals need to be organized with the Immediate Senior, Trainer and the Department Head to achieve the desired results accompanied by the supervisor’s observation.# Compare the findings of training need analysis and identification and the effectiveness, and this actually works as a factual report not just for the candidate who attended the training but also for the trainer, who can boast of his/her achievements in the next program. Training is such vast topic that it may need many more articles to complete the entire procedure, process and methodology and of course the effectiveness…but for starters or for people finding difficulty in evaluating training, this write up can help. So guys…HAPPY TRAINING AND HAPPY LEARNING
doc_298975538.doc