The design of training program would have to be based upon the assessment of training needs, the training calendar, the availability of trainers, various logistic arrangements required for different training programs like training halls, audiovisual aids, accommodation, travel and hospitality for trainees, the time duration for which the supervisors agreed to free their nominees for undergoing the training programs and the demographic characteristics of trainees.
Design and Evaluation of Training
and Development Programs Training Design
The design of training program
would have to be based upon the assessment of training needs, the training
calendar, the availability of trainers, various logistic arrangements required
for different training programs like training halls, audiovisual aids,
accommodation, travel and hospitality for trainees, the time duration for which
the supervisors agreed to free their nominees for undergoing the training programs
and the demographic characteristics of trainees. The purpose of designing any
training is to create within the individual the desire to learn. Hence the
selection of trainers should be based upon their competence in training as well
as their suitability to the target groups.
Even the best of training
programs would be useful only if the trainees attend them with willingness and
participate with freedom. Programs that the trainees are eager to attend, and
in which they become enthusiastically involved, are those in which they are
encouraged to present and attempt to solve the problem situations in which they
have a direct interest and in whose solutions they have a personal stake. The
pedagogy or method of instruction is to be decided based on the level of
education, maturity, time available and the cost involved. In general, it may
be stated that experiential and participative training would be more effective
than merely information-loaded programs. Rotation of training methods could be
carried out in accordance to the span of attention and the stages in the cycle
of learning among the trainees.
When
large numbers of people remain to be trained at any given time, then training
the trainers would be of help. They would in turn provide training to an
exponentially increasing number of trainees. In order to gain acceptance from
all stakeholders of training, it would be appropriate to begin training at a
small level and then expand its base based on the success demonstrated after
each program. Since training is just one component of Human Resources
Development, the organization would have to be urged to make improvements in
the other components like human resource planning, Performance appraisal and
aspects of organization like work-flow, tools and infrastructure, empowerment,
reward systems, transparency in communication, career planning and succession
planning, control, confidence, self esteem, team spirit, morale and motivation
among employees.
Training Evaluation
Evaluation of training
effectiveness is the most critical phase in not only assessing the quality of
training imparted but also to see what future changes in training plan should
be made to make it more effective. The process has both predictive and
regulative value. Training evaluation would also provide vital insights into
the existing systems and procedures prevailing in the organization. There is
not much of a consensus among corporate managers on how to determine the value
of training. The onus of the training department is to document its efforts and
clearly show that it provides a valuable service to the entire organization.
Training and Development Programs
may be evaluated at different levels. Training evaluation consists of examining
various aspects of training immediately after the training is over and judging
its utility to achieve the goals of the organization. While the
first may be easy to evaluate, the second poses complications. Hence it may be
advisable to commission comprehensive research studies through which opinions
and judgments on the training processes could be elicited from trainers,
supervisors, peer groups, which could then be cross-tabulated against the
responses of trainees. A comprehensive audit of Human Resource Development
functions should also include training programs under its purview. Donald
Kirkpatrick (1959) has contributed to the development of a model for training
evaluation.
Tags : Human Resources Management - Training & Development
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