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.