EVALUATION OF EMPLOYEE TRAINING PROGRAMS

EVALUATION OF EMPLOYEE TRAINING PROGRAMS

The specification of values forms a basis for evaluation .The basis of evaluation and the mode of collection of information necessary for evaluation should be determined at the planning stage. The process of training evaluation has been defined as� an attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information.� Evaluation leads to controlling and correcting the training programs. Hamblin suggested five levels at which evaluation of training can take place, viz. ,reactions, learning ,job behavior, organization and ultimate value.

1. Reactions :Training programs is evaluated on the basis of trainee’s reactions to the usefulness of coverage of the matter, depth of the course content, method of presentation ,teaching methods etc.
2. Learning: Training programs ,trainer’s ability and trainee ability are evaluated on the basis of quantity of content learned and time in which it is learned and learner’s ability to use or apply, the content he learned.
3. Job Behavior: This evaluation includes the manner and extent to which the trainee has applied his learning to his job.
4. Organization :This evaluation measures the use of training, learning and change in the job behavior of the department/organization in the form of increased productivity ,quality, morale, sales turnover and the like.
5. Ultimate Value: It is the measurement of ultimate result of the contributions of the training programs to the Company goals like survival ,growth ,profitability etc., and to the individuals goals like development of personality and social goals like maximizing social benefit.

Essential Ingredients for a Successful Evaluation

There are three essential ingredients in a successful evaluation .They are:

1. Support throughout the evaluation process .Support items are human resources time, finance, equipment and availability of data source, records etc.
2. Existence of open communication channels among top management , participants and those involved in providing data etc.
3. Existence of sound management process

Bases of Evaluation

Training programs can be evaluated on the basis of various factors like production factor, general observation, human resource factor, performance, tests, cost-value relationship etc.

Production Factors

In operative training , the prime measure of worth is that of productivity. Productivity rates covering both quantity and quality are good indicators of the values of training .In most business situations these rates will have to be obtained before and after training. In an experimental situation, a control group that does not receive training could be compared with the one that does in order to ascertain the effect of training .Management will generally look first at production and wastage rates to determine the worth of operative training .The other production factors are decrease in unit time and unit cost of production and reduction in space or machine requirements.

General Observations

General observation should not be overlooked as a mean of training evaluation .The immediate supervisor is often a good judge of the skill level of his subordinates .For on-the-job training programs the supervisor is, in effect, the judge of his or her own efforts .If the supervisor is treated as a part of the professional management of the organization and is properly selected and trained, this self-analysis and appraisal can be quite accurate and objective .The efficient supervisor observes accurately the level of skill and knowledge acquired by the trainee during the training programs .He also observes how effectively the trainees apply the acquired skill and knowledge to the present and future jobs.

Training Need Analysis

Employees are the greatest asset which assists in achieving business objectives. To get best from employees it is essential that they be provided with appropriate training on all aspects of their work. Training is an excellent way for employees to learn new skills and knowledge and to reinforce good work practices. This can result in a change in workplace behaviour.

The effectiveness of the training heavily dependent upon effectiveness of process used to identifying training needs. Most organizations formalize training process by providing a budget and resources for training but this will not ensure the investment is a good one. To ensure the best possible returns for the organization, training and development activities like any investment have to be targeted, planned and managed. First and foremost, the training and development required for the organization to achieve its objectives must be properly identified and prioritized. This is the objective of training need analysis in an organisaion.

Training need analysis is the first step on the path to effective training. Training need analysis means measuring the gap between skills available and skills required for employees and making recommendations to bridge the gap. When need analysis is done, it is possible to focus attention on the target and identify the means for getting there. The Need analysis process also involves others and helps them to understand the issues which are facing.
There are five essential reasons for doing need analysis:

• The business world is changing rapidly and organizations require keeping pace with this change.

• As result everyone is being asked to stretch to do more the ever and to do it faster.

• To ensure solution addresses the issue.

• To effectively focus resources, time and effort toward a targeted training solution.

• To eliminate the necessity of having to look for another job.
Sources of Training Needs:

To carry out training needs for organization requires need information that can be evaluated against the factors. Sources of training need are requiring that relate needs to business. The information must relate to the level at which analysis is to be done: organization, occupation or employee. Suitable source for training need analysis is mission and values, business plan, succession plan, competency framework, views and and observations about ‘how we do things’, performance appraisal records, evidence of competence for individuals, development opportunities, action points that highlight needs questionnaires, job descriptions, performance targets, observation of employee at work, interviews with managers, staff, subordinates, internal and external customers.

Process of Training Need Analysis:

• Assessment of present situation: In Training need analysis, assessment of present situation helps in defining the problem. All the other action in TNA depends on making this assessment accurately. To get complete picture of present situation three questions are involved:

Where organization stands now: Start by noting what already known about situation. Try to involve others right from the beginning so partnership will be established for the process.
Why we require training: We require training to address the situation. What are the issues, problems or situation that is creating the need or demand for training in an organization? Never try to answer this question without getting ideas from others.
What organization issues results in to need for training: The mission, vision and business objectives of organization helpful in this regard.

• Envisioning Future: This aspect provides what will be the situation of individual, group and organization after the training has been accomplished. The vision of the organization is very important in this regard because it provides answer of three questions: (a) where organistion wants to be? (b) What would success look like? (c) Do organization have a complete picture?

• Gathering information: Assessment of present situation and Envisioning the future helps in establishing good platform for training need analysis. Organization is in position to take steady aim at the target. Collection of information helps in defining what are aiming at and better understanding of what needs to be done to reach future state.

• Sorting information: After collection of information require to interpret the information to find out what it really tells about current situation and challenges faced in moving to future state. When organization finishes this step organization will have document identifying major training issues to be addressed and recommendations for addressing them.

• Sharing results: Sharing the results with others and developing the recommendations for action can be a heady experience. In this stage of need analysis organization will see the result of strategy. The momentum which is created by the results carries organization for action planning.

• Action plan: The last action in the need analysis process is to translate the recommendations in to plan of action. List of activities will be used in the mapping the training approach. In this step we are simply creating a description of the specific training required to improve the situation. The action plan assures that organization will keep moving forward. It assigns responsibility for the training to specific individuals and gives them a timeline for completing the identified actions

Procedures to Determine Training Needs

New employees have to learn new skills, and since their motivation is likely to be high, they can be acquainted relatively easily with the skills and behavior expected in their new position. On the other hand, training experienced employees can be problematic. The training needs of such employees are not always easy to determine and when they can be, the individuals involved may resent being asked to change their established ways of doing their jobs.

Managers can use four procedures to determine the training needs of individuals in their organization or subunit:

1. Performance appraisal: Each employee’s work is measured against the performance standards or objectives established for his or her job.
2. Analysis of job requirements: The skills or knowledge specified in the appropriate job description are examined, and those employees without necessary skills or knowledge become candidates for training program.
3. Organizational analysis: The effectiveness of the organization and its success in meeting its goals are analyzed to determine where differences exist. For example, members of a department with a high turnover rate or a low performance records might require additional training.
4. Employee Survey: Managers as well as non managers are asked to describe what problems they are experiencing in their work and what actions they believe are necessary to solve them.

Once the organization’s training needs have been identified, the human resources manager must initiate the appropriate training effort. Managers have available a variety of training approaches. The most common of these are on-the-job training methods, including job rotation, in which the employee, over a period of time, works on a series of jobs, there by learning a broad variety of skills; internship, in which job training is combined with related classroom instructions and apprenticeship, in which the employee is trained under the guidance of highly skilled co-workers. Sony uses a variety of these approaches to meet the training needs of its employees.

Off-the-job training takes place outside the workplace but attempt to stimulate actual working conditions. This type of training includes vestibule training, in which employees train on the actual equipment and in a realistic job setting but in a room different from the one in which they will be working. The object is to avoid the on-the-job pressures that might interfere with the learning process. In behaviorally experienced training activities such as simulation exercises, business games, and problem centered cases are employed so that the trainee can learn the behavior appropriate for the job through role playing. Off-the-job training may focus on the classroom, with seminars, lectures and films, or it may involve computer assisted instruction (CAI), which can both reduce the time needed for training and provide more help for individual trainees.

Management Development Programs:

Management development is designed to improve the overall effectiveness of managers in their present positions and to prepare tem for greater responsibility when they are promoted. Management development programs have become more prevalent in recent years because of the increasingly complex demands on managers and because training managers through experience alone is a time consuming and unreliable process. The investment for many companies in management development is quite large. For example, for years, IBM has required a minimum of 40 hours of human resources management training for all new managers.

Similar levels of training continue after this initial involvement. Some companies, however, do not rely on costly formal training approaches. Managers at Exxon for example prefer to nurture new talent by providing practical job experience. Thus executives at all levels are dispatched to key positions around the world to broaden their outlook and home their judgment.

How to relax before an interview: how to calm down before an interview

You can practice pre-planned activities for calming your nerves before an interview. The way you control the regular stress that appears hours and minutes before interview can improve significantly your performance.
Here are some suggested ‘things to do before an interview’ in addition to things we should not do (i.e. don’ts):

1 Day before an interview – the evening before your job

interview

• Preparations before interview: Prepare a list of your achievements to remind you of how great you are. Review the related frequently asked job interview questions and answers.
• Make your final job interview test: Pretend that you are sitting in the interview room and actually performing. You know how professional you are. Practice your sales pitch one last time.
• Imagine: Think about the traveling route that you are going to drive tomorrow. See yourself in the interview room, hear yourself speaking with confidence.

The night before the interview

• Get enough sleep – at least 8 hours. Make sure that you wake up physically prepared and mentally refreshed.

The interview day: Morning or 3-4 hours before the

interview

• Dress for success: power-dressing (i.e. dress code factor) can help boosting up your confidence. It also impresses your interviewer.
• Eat wisely: don’t full yourself with too much food for energy reserve. Eat as you eat regularly.
• Document Check: check your folder one last time. Check (and read) documents like resume and job description to have it fresh in your mind.
• Needless to say: Don’t drink alcohol before interview, don’t smoke 2 hours before the interview and don’t take medications/pills before interview. It smells and it feels.
• Prayer before an interview: if a pray helps you to relax and calm nerves so pray.

Traveling to the interview

• Arrive early at your job interview and spend some time to freshen up. You don’t want to be caught in a traffic jam with no spare time left.
• Mind the time before the interview – make sure to arrive 30-45 minutes so you’ll have enough time to arrange your thoughts and relax.
• Listen to music: what sort of music do you like – pop, power songs, relaxing songs? Turn on the radio and select your favorite radio station.
• Fresh air: Blast the air conditioner (or open the window) for fresh and crisp air. It will awaken your senses

Car parking or 30 minutes before your job interview

• Positive thinking and ‘happy thoughts’: no time for self-doubts. All thoughts should be positive. Close your eyes and pretend to feel happy and you feel happy – that’s the formula.
• Breathing: breathe for four counts and hold your breath for four counts.
• Visualize your activities before actually performing them: athletes use this tactic to concentrate on their mission. Before the interview, see yourself shaking hands, smiling, speaking, making eye contact and genrally being comfortable with yourself – If you think it, it will happen.

Go into the building

• Restroom check: first thing to do, getting into the interview building is going to the restroom. Wash your face, wash your hands and smile to the mirror. Take your time.
• Drink fresh water: no Coke.
• Cell phone: turn off your cell phone.
• Take slow/deep breaths: take deliberate and controlled breaths to regulate the amount of oxygen in your body – it helps your mind focus better.
Good Luck!!

CHARACTERISTICS OF SOUND HRM POLICY

While developing sound personnel policies management should pay attention to the following things:

1. Related to Objectives: Policies must be capable of relating objectives functions, physical factors and company personnel.

2. Easy to Understand: Policies should be stated in define, positive, clear and understandable language.

3. Precise: Policies should be sufficiently comprehensive and prescribe limits and yardsticks for future action.

4. Stable as well as Flexible: Personnel policies should be stable enough assure people that there will not be drastic overnight changes. They should be flexible enough to keep the organization in tune with the times.

5. Based on Facts: Personnel policies should be built on the basis of facts and sound judgment and not in personal feelings or opportunistic decision.

6. Appropriate Number: There should be as many personnel policies as necessary to cover conditions that can be anticipated, but not so many policies as to become confusing or meaningless.

7. Just, Fair and Equitable: Personnel policies should be just, fair and equitable to internal as well as external groups. For example, a policy of recruitment from within may limit opportunities to bright candidates from outside: and a policy of ‘recruitment from outside only’ would limit promotional avenue to promising internal candidates. To ensure justice, it is necessary to
Pursue both the policies scrupulously and apply them carefully.

8. Reasonable: Personnel policies must be reasonable and capable of being accomplished. To gain acceptance and commitment from employees, the policy should be conditioned by the suggestions and reactions of those who are affected by the policy.

9. Review: Periodic review of personnel policies is essential to keep in tune with changing times, and to avoid organizational complacency or managerial stagnation. For instance, if the current thinking is in favor of workers’ participation in management , the personnel policy should be suitably adjusted to accommodate the latest fad, accepted by many in the organization

Personnel policies to be sound should also have broad coverage in addition to satisfying the above conditions. Hence, it would be appropriate to discuss the coverage of personnel policies here

ROLE OF HUMAN RESOURCES DEPARTMENT IN THE ORGANIZATION

The Human Resources (personnel) department has staff relationship with other department / managers in the total organization. The personnel department is responsible for advising management from Managing Director to the lowest line supervisor on all area relating to the personnel management and industrial relations. Personnel department also performs various functions of employment, training and development. It represents management in many of the relationships that affect the organization as a whole. It is also responsible for representing various workers problems to management.

Personnel department generally acts in an advisory capacity; it provides information, offers suggestions and is not responsible for the end results. The personnel managers must exercise control very tactfully in order to win the confidence and cooperation of all line managers. He has to persuade the line managers to work with staff specialists and not against them. The authority of personnel manager should derive from concrete personnel policies and programs and from the advantage and result of accepted specialized knowledge

As a Source of Help:

In certain situations (when line managers lack skill or knowledge in dealing with employee problems) experienced personnel managers assume line responsibility for personnel matters. But it may be resented by the very managers who ought to seek staff assistance in meeting their personnel responsibilities. Personnel managers should learn the reputation and confidence of line managers of being a source of help rather than a source of threat to line managers. Staff assistance is likely to be effective when it is wanted rather than imposed.

As a Change Agent:

Personnel Manager should work as an enabler and change agent regarding personnel areas and he should be familiar with different disciplines like management, technology, sociology, psychology and organizational behavior as organizational adaptability, viability and development are dependent on the human resources development. So the personnel managers should work as a consultant of an organizational development by providing necessary information and infrastructure to line managers. Thus, the role of personnel managers is more concerned with providing information and offering advice to the decision makers rather than making decisions.

As a Controller:

Nevertheless it is still true that effective personnel executives advise on policies that help managers in implementing their programs and provide service and exercise the monitoring and control function sparingly.

Responsibilities within Personnel Department:

As other managers the manager-personnel is also a line manager in relation to subordinates within the personnel department. Personnel Manager is responsible for the success or failure of his department in contributing to the organizational goals. In most of the organizations the personnel manager is responsible for supervising the activities of his subordinates, like employment manager, wage and salary manager, manager for training and development, manager-industrial relations etc. He is also responsible for the operations of personnel manager at divisional and branch levels

As the Chief of the Personnel Department the Personnel Manager has to get effective results with the co-operation of all the employees working in the department and by showing the validity of the concept of the team work. The success of the personnel department should be measured in terms of its contributions to the personnel programs.

The effectiveness of HR department can be gauged by the fact how smooth they conduct the negotiations with workers’ union without the workers resorting to strikes and how fast the periodic agreement (once in 3 or 5 years) is signed with them.

Personnel Administration-An overview

The scope of personnel administration is quite wide. It includes all activities which help the management in getting the work done by the labour force in the best manner possible to accomplish the organizational objectives. The main objective in any organization is the optimum utilization of available resources. Personnel administration is primarily concerned with the organization of men; therefore, the main objective may be summarized as to utilize the available human resources in a a way so as to get the work done effectively to the maximum satisfaction of the individual worker to seek their cooperation in accomplishing the general goals of the organization.
The objectives of personnel administration can be classified into General objectives and specific objectives.
General objectives
1. Maximum individual development – the employer should always be careful in developing the personality of each individual. If an act of the employer can adversely affect the personality of the individual, he should avoid it. Employer should establish and support such human values that may have social recognition and importance. They should always be regarded as partners and given due importance. The objective of Personnel administration as a bridge between the management and the employees is to keep the management apprised of positive accomplishments and warning signals in the personnel practices. If the human assets of an organization are being misused in the process of profit maximization, it is definitely a short term achievement, because in the long run, the adverse effects felt by the work force will translate into lesser profits for the organization.
2. Desirable working relationship between employer and employee – it is the major objective of personnel administration to achieve a desirable working relationship between the employer and the employees so that they may cooperate with the management. Both of them must rely on each other. The personnel administrator should get it realized to the top management that personnel should be given fair and equitable treatment and on the other hand, convey to the workers that they should cooperate in achieving the goals of the management. The basic responsibility for the personnel lies with the supervisors although the administrator supplies tools
such as policy, record keeping, control and advice. His objective is therefore to ensure that the line supervisor is aware of his personnel responsibilities and carries them out responsibly. Simultaneously he should also ensure ethical conduct amongst all personnel and on the part of each supervisor towards each employee for whom he is responsible.
3. Specialized services – The administrator provides the tools such as record keeping, policy making, controlling and advising. Although not directly responsible for the personnel, who lie with the line supervisor, he may examine causes for non-efficiency or non-effectiveness, suggest remedial measure, perform research into proposed personnel procedures, handle negotiations with a government agency, etc. The basic objective here is to provide assistance to the line supervisor whilst simultaneously ensuring that the line supervisor meets his responsibilities to the personnel.
4. Molding of human resources – Human beings is the most important resource and the only active factor which engages all other factors of production. Therefore, the administrator should emphasize the effective utilization of human resources as compared to physical resources so that production and productivity is optimized. Other factors of production will be ineffective without effective molding of human resources.
Specific objectives
1. Selection of the right type and number of persons
2. Proper orientation and introduction of new employees to their jobs
3. Organisation of suitable training facilities
4. Provision of better working conditions and facilities.
5. Provision of sound, fair and effective wage and salary administration and incentives.
6. Good industrial relations with representative trade unions
7. Personnel research
Duties of Personnel Staff
In a dynamic working environment, the boundaries of any role cannot be clearly defined. However, the duties of Personnel staff may be described as under:-
1. As a Service Provider – providing information on market statistics of personnel availability, pay rates, etc. Interpret the complex laws and legislations. Employment and placement programs, employee compensation programs, training and development programs, labour relations could be stated to be the duty as a service provider. It must be noted that there will often be an overlap between the different roles that a Personnel staff may assume
2. As a facilitator – advises the supervisors on employee problems, facilitates training and development, and when performance appraisals are done. One of the responsibilities of Personnel staff is also to ensure that other managers who undertake such activities are well equipped to do so.
3. as a consultant – to help the supervisors resolve problems due to lack of motivation, lack of training, grievances, etc.
4. As an auditor – to ensure that all members of the management perform their respective roles, to determine whether personnel policies and procedures are being administered uniformly by supervisors.