netrashetty
Netra Shetty
DTE Energy Co. (NYSE: DTE) is a Detroit, Michigan-based utility incorporated in 1995 involved in the development and management of energy-related businesses and services nationwide.
DTE Energy's largest operating subsidiaries are Detroit Edison, an investor-owned electric utility serving 2.1 million customers in Southeastern Michigan, and Michigan Consolidated Gas Co. (MichCon), a natural gas utility serving 1.2 million customers in Michigan.
The name "DTE" is taken from the stock symbol for Detroit Edison, DTE.
Support facilities – It can be segregated into printed and audio visual. The various requirements in a training program are white boards, flip charts, markers, etc.
Constraints – The various constraints that lay in the trainers mind are:
• Time
• Accommodation, facilities and their availability
• Furnishings and equipments
• Budget
• Design of the training, etc
Training Implementation
To put training program into effect according to definite plan or procedure is called training implementation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Even the best training program will fail due to one wrong action.
Training implementation can be segregated into:
• Practical administrative arrangements
• Carrying out of the training
Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program:
The trainer – The trainer need to be prepared mentally before the delivery of content. Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach.
Physical set-up – Good physical set up is pre-requisite for effective and successful training program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant.
Establishing rapport with participants – There are various ways by which a trainer can establish good rapport with trainees by:
• Greeting participants – simple way to ease those initial tense moments
• Encouraging informal conversation
• Remembering their first name
• Pairing up the learners and have them familiarized with one another
• Listening carefully to trainees’ comments and opinions
• Telling the learners by what name the trainer wants to be addressed
• Getting to class before the arrival of learners
• Starting the class promptly at the scheduled time
• Using familiar examples
• Varying his instructional techniques
• Using the alternate approach if one seems to bog down
Reviewing the agenda – At the beginning of the training program it is very important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included:
• Kinds of training activities
• Schedule
• Setting group norms
• Housekeeping arrangements
• Flow of the program
• Handling problematic situations
Training Evaluation
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.
Now that we have seen what types of goals, objectives, strategies, measures, and other forms of
HRM integration are present in agency strategic plans, we should look briefly at how these were
developed. The legitimacy and ultimate value of these pieces of the plan will depend substan-
tially on where they came from.
Historically, members of the HR community have remarked on the difficulty they have had
“getting to the table” with top agency management. Rather than being involved in agency
planning from the beginning, HR is commonly consulted after decisions have been made in order
to help implement any major changes. Considering the invaluable perspective HR has on how
decisions will impact agency resources, HR professionals have been frustrated that they are not
involved sooner in the planning process.
Therefore, it was surprising when 79 percent of the agencies we talked to indicated that they do
play a role in the overall agency strategic planning process. The roles vary from a peripheral
consultant who reviews and comments on preliminary products to an integrated team member
who actively helps to identify not only HRM agency strategic goals and objectives, but program-
matic goals as well. Two or three of the responding agencies fall in the former category, a
handful in the latter, and the rest somewhere in between. Later, we will discuss how some HR
officials are able to elevate themselves to agency strategic partner, while most are still struggling
to achieve this.
When it comes to defining actual HRM goals, strategies, and measures, the roles also vary. In
general, agencywide HRM-related goals, strategies, and measures are identified by the agency
leader or other senior managers with HR collaboration. They decide what is most important to
the agency based on the challenges the agency will face in years to come. Some use a more
elaborate collaboration approach that involves agency management, HR officials, and other
stakeholders, as is demonstrated in the presented examples from the Department of Commerce’s
Patent and Trademark Office (PTO) and the Department of Veterans Affairs (VA). Then there
are the agencies that use the functional strategic planning approach where the HR office is tasked
with coming up with the goals, strategies, and measures itself. In these cases, HR generally uses
some type of feedback from customers to identify what is important to the agency and should be
included in the plan.
DTE Energy's largest operating subsidiaries are Detroit Edison, an investor-owned electric utility serving 2.1 million customers in Southeastern Michigan, and Michigan Consolidated Gas Co. (MichCon), a natural gas utility serving 1.2 million customers in Michigan.
The name "DTE" is taken from the stock symbol for Detroit Edison, DTE.
Support facilities – It can be segregated into printed and audio visual. The various requirements in a training program are white boards, flip charts, markers, etc.
Constraints – The various constraints that lay in the trainers mind are:
• Time
• Accommodation, facilities and their availability
• Furnishings and equipments
• Budget
• Design of the training, etc
Training Implementation
To put training program into effect according to definite plan or procedure is called training implementation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Even the best training program will fail due to one wrong action.
Training implementation can be segregated into:
• Practical administrative arrangements
• Carrying out of the training
Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program:
The trainer – The trainer need to be prepared mentally before the delivery of content. Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach.
Physical set-up – Good physical set up is pre-requisite for effective and successful training program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant.
Establishing rapport with participants – There are various ways by which a trainer can establish good rapport with trainees by:
• Greeting participants – simple way to ease those initial tense moments
• Encouraging informal conversation
• Remembering their first name
• Pairing up the learners and have them familiarized with one another
• Listening carefully to trainees’ comments and opinions
• Telling the learners by what name the trainer wants to be addressed
• Getting to class before the arrival of learners
• Starting the class promptly at the scheduled time
• Using familiar examples
• Varying his instructional techniques
• Using the alternate approach if one seems to bog down
Reviewing the agenda – At the beginning of the training program it is very important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included:
• Kinds of training activities
• Schedule
• Setting group norms
• Housekeeping arrangements
• Flow of the program
• Handling problematic situations
Training Evaluation
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.
Now that we have seen what types of goals, objectives, strategies, measures, and other forms of
HRM integration are present in agency strategic plans, we should look briefly at how these were
developed. The legitimacy and ultimate value of these pieces of the plan will depend substan-
tially on where they came from.
Historically, members of the HR community have remarked on the difficulty they have had
“getting to the table” with top agency management. Rather than being involved in agency
planning from the beginning, HR is commonly consulted after decisions have been made in order
to help implement any major changes. Considering the invaluable perspective HR has on how
decisions will impact agency resources, HR professionals have been frustrated that they are not
involved sooner in the planning process.
Therefore, it was surprising when 79 percent of the agencies we talked to indicated that they do
play a role in the overall agency strategic planning process. The roles vary from a peripheral
consultant who reviews and comments on preliminary products to an integrated team member
who actively helps to identify not only HRM agency strategic goals and objectives, but program-
matic goals as well. Two or three of the responding agencies fall in the former category, a
handful in the latter, and the rest somewhere in between. Later, we will discuss how some HR
officials are able to elevate themselves to agency strategic partner, while most are still struggling
to achieve this.
When it comes to defining actual HRM goals, strategies, and measures, the roles also vary. In
general, agencywide HRM-related goals, strategies, and measures are identified by the agency
leader or other senior managers with HR collaboration. They decide what is most important to
the agency based on the challenges the agency will face in years to come. Some use a more
elaborate collaboration approach that involves agency management, HR officials, and other
stakeholders, as is demonstrated in the presented examples from the Department of Commerce’s
Patent and Trademark Office (PTO) and the Department of Veterans Affairs (VA). Then there
are the agencies that use the functional strategic planning approach where the HR office is tasked
with coming up with the goals, strategies, and measures itself. In these cases, HR generally uses
some type of feedback from customers to identify what is important to the agency and should be
included in the plan.
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