Top HR Trends for 2019: Technological Convergence and Smarter HR Management
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Role of Managers in Employee Development
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Innovation According to Peter Drucker
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After Effects of a Poor Employee Retention
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A Basic Understanding of Participative Management
Participative Management refers to as an open form of management where employees are actively involved in organization’s decision making process. The concept is applied by the managers who understand the importance to human intellect and seek a strong relationship with their employees. They understand that the employees are the facilitators who deal directly with the […]
Many organizations have extensive training programs that cover all aspects of technical and soft skills. These trainings are conducted in such a way that employees get a mandatory number of hours of training every quarter or year. This is done to ensure that employees are enabled to perform their job duties to their potential. However, an aspect that needs elaboration is that more often than not, the training programs need to be implemented according to a rational consideration of training needs and moreover these training programs need to be evaluated for assessing their effectiveness.
The point here is that training programs are conducted often without a clear articulation of training needs as well as not being implemented according to a set pattern.
So, there are two aspects to training programs and they are to do with clear plan for implementation as well as potential evaluation of their effectiveness. To take the first aspect, training programs need to be implemented according to a careful consideration of training needs and the right training partners and the vendors have to be selected. This means that training programs are to be based according to the needs of the organization and not simply because there is a need for training to fill the mandatory number of hours.
Apart from this, training programs need to be implemented based on a calendar that is drawn up taking into account the availability of participants. It is often the case that training programs are implemented without securing approvals from all the departments and divisions which mean that many potential participants would be unable to attend because they are busy with their work.
The second aspect that needs to be considered is the evaluation of the effectiveness of the training programs that needs to be done based on how well the participants absorb the lessons and improve their skills. This can be done by conducting exit tests and other forms of assessment like presentation of case studies. These would help the trainers as well as the HRD department understand how well the training program succeeded in imparting knowledge and enhancing the skills of the participants.
This is one way of ensuring that the training is pointed and focused and something which the participants would take seriously as well. There are many instances of training programs where the participants idle away their time and this has to be avoided and curbed as far as possible.
Finally, training programs need to be conducted in organizations with a clear focus on linking them to organizational goals, selecting the right vendors, choosing a time that is convenient to all participants or at least a majority of them, publishing the training calendar in advance and most importantly, evaluating the effectiveness of the training programs by conducting exit tests and presentations to ensure that the lessons have been well received.
In conclusion, it is not enough for HRD personnel to announce training programs and leave the rest to the trainers and participants. Instead, they need to play a proactive role in ensuring the success of the training programs by following these points that have been discussed here.
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