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Hi Members,
I am a regular visitor of this community and usually get all the answers to my query through this cite.I would like to thank all for this.
I am working with an IT Company of around 100 people and have been given a challenge to start training and development of the employees.
I would like you to guide me for this and help me in devising a suitable action plan.
Regards
Sonia

Hi Sonai, Are you looking to start this in house or through an external training provider? Depending on the same Citehr members would be able to help you devise an action plan. Regards,,,
Hi Sonia



Its a very good effort that you have accepted the challenge. All the best to you. As you said that you have been given the task of preparing training modules for around 100 employees, it is important that initial steps are taken in the right manner. I think identifying and designing training needs for such a vast range as well as diversed group of employees is not so easy. I would suggest that involvement of a HRD and training consultancy in this type of project would help the organization as well as you in growing.



My company can help you in the training process. We are a HR consulting and training company and provide all types of HR solution within and outside India.



You can visit our website: MINDSHARE HR Consultancy Private Limited which describes about our overall work area and provide an outlook of the training approach. Look at the training deliverables we provide. You might be interested in some. Let me know if you need our assistance, we will be there for you.



regards

Anuradha


Dear Sonia,

You can follow standard module of Training (not software).
·
· First Prepare Skill requirement for Job and Actual Skills of Designated employee
· Prepare Training Needs Identification based on above as well from HOD feedback
· Make a list of Training (Functional + Behavioral) and duration
· Make Training Calendar
· Identify Internal Trainer / External Trainers
· Arrange Training
· Track Training Effectiveness
· Reschedule / Complete

Hello Sonia. Your action plan will need to address the 5 Ws.

Why is training and development needed?
What are the things that are not working well in the business that training and development can fix? Use these as a measure of the success of your new training function?

When is training required?
How urgent is the training? Can you spend three months creating your action plan or is training needed urgently next week?

Where is the training required?
Do all departments require training delivered? Or are some departments of a higher priority? If you have more than one site, is training required at all sites?

Who will design and deliver the training?
Will the training be designed and delivered by inhouse staffs or will it be done by external training providers? Or will it be a mix?

How will the training be delivered?
Will the training be delivered face-to-face, by self-paced modules, by distance learning or e-learning, and so on?

How much resources to you have?
How much time, money and staffs do you have available to construct and implement the action plan? Will the budget and staff allocations be one off or a recurring expenditure and workforce commitment?

No doubt, the training needs analysis will be a central part of your planning. Without going into the options and details here, I have a bit to say on this on my webpage at www.businessperform.com/html/training_needs_analysis.html

I know that compiling and running a training calendar with regular scheduled events is a popular option. The downside is that they can be a very inefficient way of spending your company’s scarce resources. Here is an approach I have used very successfully in the past. It consists of two parts to the training strategy:

1. Find out what are the key problems your company faces as result of skill deficiencies. Then turn these into individual improvement projects with a core training component. You can determine possible projects by consulting company strategic and operational plans, attending management team meetings and meeting with managers individually and in groups. In an IT company, possible projects could be “reducing software defects” and “improving project delivery scores”.

2. Identify training needs from individual employee performance appraisals and development plans. This would be done by that person’s manager and actioned by them. If you do not have an employee performance appraisal system in place that accurately diagnoses performance shortfalls and identifies the reasons for them, then now is the time to start.

For this two part strategy, I then create a two part training budget. One part funds the improvement/training projects whilst the other funds the individual needs. The split could be 70/30 or 50/50, depending on your organization’s priorities. If you want to design and fund a training calendar, then the budget would have three parts.

I’ve found that this approach has worked very well as it targeted the real training needs very efficiently. I wish you well in constructing your plan. You can find a lot more info on building and managing training at www.businessperform.com/html/training_management.html

Les Allan
Author: From Training to Enhanced Workplace Performance
www.businessperform.com

Don't do "one size fits all" kind of training. Yogendra above has prescribed the process very well. In addition I would recommend you to map the competency and its development through training for effectiveness.
SONIA,
here is some useful material.
This should help to set up the initial stages.
There are questionnaires for evaluation etc.
we could look at these at the next stage.
REGARDS
LEO LINGHAM
==================================
PART ONE

STAGE 1---CONDUCT THE TRAINING NEEDS ANALYSIS.
There are three levels of needs assessment: organizational analysis, task analysis and
individual analysis.

1.ORGANIZATIONAL ANALYSIS
Organizational analysis looks at the effectiveness of the organization and determines
where training is needed and under what conditions it will be conducted.

The organizational analysis should identify:
-Environmental impacts (new laws such as OSHA, etc.).
-State of the economy and the impact on operating costs.
-Changing work force demographics and the need to address cultural or language
barriers.
-Changing technology and automation.
-Increasing global/world market places.
-Political trends such as sexual harassment and workplace violence.
-Organizational goals (how effective is the organization in meetings its goals),
resources available (money, facilities; materials on hand and current, available
expertise within the organization).
-Climate and support for training (top management support, employee willingness
to participate, responsibility for outcomes).
The information needed to conduct an organizational analysis can be obtained from a
variety of sources including:
*Organizational goals and objectives, mission statements, strategic plans.
*Staffing inventory, succession planning, long and short term staffing needs.
*Skills inventory: both currently available and short and long term needs,
organizational climate indices: labor/management relationships, grievances,
turnover rates, absenteeism, suggestions, productivity, accidents, short term
sickness, observations of employee behavior, attitude surveys, customer
complaints.
*Analysis of efficiency indices: costs of labor, costs of materials, quality of
products, equipment utilization, production rates, costs of distribution, waste,
down time, late deliveries, repairs.
*Changes in equipment, technology or automation.
*Annual report.
*Plans for reorganization or job restructuring.
*Audit exceptions; reward systems.
*Planning systems.
*Delegation and control systems.
*Employee attitudes and satisfaction.
================================================== ======
2.TASK ANALYSIS [ DEPARTMENTAL LEVEL ]
Task analysis provides data about a job or a group of jobs and the knowledge, skills,
attitudes and abilities needed to achieve optimum performance.
There are a variety of sources for collecting data for a task analysis:
-Job description-- A narrative statement of the major activities involved in
performing the job and the conditions under which these activities are performed.
If an accurate job description is not available or is out of date, one should be
prepared using job analysis techniques.
-KSA analysis-- A more detailed list of specified tasks for each job including
Knowledge, Skills, Attitudes and Abilities required of incumbents.
-Performance standards-- Objectives of the tasks of the job and the standards by
which they will be judged. This is needed to identify performance discrepancies.
-Observe the job/sample the work.
-Perform the job.
-Job inventory questionnaire-- Evaluate tasks in terms of importance and time
spent performing.
-Review literature about the job-- Research the "best practices" from other
companies, review professional journals.
-Ask questions about the job-- Of the incumbents, of the supervisor, of upper
management.
-Analysis of operating problems-- Down time, waste, repairs, late deliveries,
quality control.
===========================================
3. INDIVIDUAL ANALYSIS
Individual analysis analyzes how well the individual employee is doing the job and
determines which employees need training and what kind.
Sources of information available for a individual analysis include:
-Performance evaluation -- Identifies weaknesses and areas of improvement.
-Performance problems -- Productivity, absenteeism or tardiness, accidents,
grievances, waste, product quality, down time, repairs, equipment utilization,
customer complaints.
-Observation -- Observe both behavior and the results of the behavior.
-Work samples -- Observe products generated.
-Interviews -- Talk to manager, supervisor and employee. Ask employee about
what he/she believes he/she needs to learn.
-Questionnaires -- Written form of the interview, tests, must measure job-related
qualities such as job knowledge and skills.
-Attitude surveys -- Measures morale, motivation, satisfaction.
-Checklists or training progress charts -- Up-to-date listing of current skills.
================================================== =====
STAGE 2
ALL YOUR TRAINING & DEVELOPMENT PROGRAMS
MUST CREATE IMPACT ON THE BUSINESS , NOT JUST RIPPLES,
BUT VISIBLE RESULTS, VISIBLE BEHAVIORAL CHANGES,
USABLE TOOLS ETC ETC. THIS IS WIN-WIN SITUATION.

FOR THIS YOU NEED SOME GUIDELINES FROM YOUR ''CEO''
-company's mission for this project.
-company's expectations
-company's objectives.
-any other targets.
================================================== ==
STAGE 3
DEVELOPING TRAINING STRATEGY

TRAINING STRATEGY DOES'NT EXIST IN ISOLATION .
IT IS A BY-PRODUCT OF CORPORATE STRATEGY
AND DEPARTMENTAL / BUSINESS UNITS STRATEGY.
FROM THE ABOVE, HR STRATEGY IS DEVELOPED.

TRAINING STRATEGY IS AN ELEMENT OF HR STRATEGY.

EVEN , WHEN TAKING AN INITIATIVE IN DEVELOPING
IN TRAINING STRATEGY , IT MUST FIT CORPORATE STRATEGY.
================================================== =
WHEN YOU DEVELOP TRAINING STRATEGY, YOU MUST REVIEW
-corporate mission statement
-corporate objectives
-corporate strategy.
-HR STRATEGY/ OBJECTIVES

Once you get their departmental requirements, HRM develops
-training plans / programs/ procedures/ priorities

YOUR SECOND TASK IS TO CONDUCT
TRAINING NEEDS ANALYSIS.[TNA]
================================================== ====
THEN DEVELOP A TRAINING STRATEGY.

TRAINING STRATEGY

Purpose
Training strategy provides a framework for comprehensive staff development opportunities for all staff who work for the organization, to support the organization's mission, and to enable the organization to achieve the corporate objectives and become a true learning institution for all who work here.
Principles
Staff development is relevant to all staff and the whole person
It is embedded in all working practice, throughout an individual's career
Reflection, review, feedback and opportunities for learning should form an integral part of everyone's work experience
TRAINING STRATEGY OUTLINES INCLUDE
[this will vary with organizations, but as a broad guideline include ]
1. An assessment of the current situation.
2. A statement of purpose, outlining what is to be accomplished.
3.Identification of the training needs.
4. A statement of planning premises -significant asssumptions,
constraints, and parameters.
5. A forecast statement of factors that might help or hinder
the end results.
6. Desired behaviors are specified.
7.Desired competences are identified and specified.
8.Knowledge, skills, and characteristics desired are specified.
9. Description of the required training/development programmes.
10. Constraints like time, budget and participants attitude are identified.
11.Participants' characteristics are identified / listed.
12. Training objectives are defined / listed.
13.Training program contents are outlined.
-identifying topic areas to be covered.
-specific concepts are listed
14. Selection of instructor(s)
types of specialists required.
15. Training Teaching materials,
kind of materials required.

16. Training Methods required.
17. Evaluations methods to be used.
18. Training resources required.

================================================== ==
STAGE 4
Based on the Training Needs Analysis, you / your immediate supervisor
-identify the programs [ subject/contents]
-also the priority [ what is critical /what is urgent/what is important]
HAVE YOU/YOUR IMMEDIATE SUPERVISOR discussed with
the VARIOUS departmental heads the priority , as they see it.
When selecting the SUBJECTS/ modules, four things to remember
-TARGET AUDIENCE
-PRIORITY REQUIREMENTS
-WHICH ONE WILL CREATE GREATER BUSINESS IMPACT
IN THE SHORT TERM.
-BUDGET
---------------------------------------------------------------------------------
ONCE THE TRAINING NEEDS ARE IDENTIFIED,
YOU CAN DEVELOP A TOTAL COMPANY TRAINING PROPOSAL.
Sample Outline [for the total corporatewide program]
1.Introduction [ purpose of this program]
2. Scope of the Training Plan
3 .Organizational Entities
4.Responsibility/ management ownership of the program.
[mention T&D, department management etc]
5. Training/development Objectives
6. Training / development Policy
7. Corporate / Organizational Goals Supported
[ impact on the business]
8. Training / development Benefits
9. Strengths and Areas of improvements of the Organization
[avoid using term WEAKNESSES]

10. How Training Needs Are Identified, Verified, and Prioritized
11. Training Needs To Be Addressed
[ knowledge / skills etc]

12. Course / by Job Category
13. Course Descriptions
[ just 2/3 lines for each selected ones]
14. Planned Course Development/Acquisition Strategy
15. Estimated Development and Acquisition Costs
16. Course Quality Standards
17. Planned Delivery Schedule
18. staff Selection and Enrollment Procedures
19. Training Evaluation and Tracking
YOU CAN DEVELOP A TRAINING MATRIX --SUMMARY.
HORIZANTAL-------DEPARTMENTS/ GROUPS

VERTICAL ---------SUBJECTS
==============================================
STAGE 5
NOW USE THIS CHECKLIST ,
TO PREPARE A TRAINING CALENDER FOR
EACH COURSE / JOB CATEGORY [ take it from the matrix]
EXAMPLES
1.people management skills course / for managers
2.customer service skills course / customer service staff
etc etc

PREPARING A TRAINING CALENDER
Course / by Job Category
HERE , PREPARE A MATRIX
X-AXIS MONTHS
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>
COURSES>>>>>>>>>jan I feb ImarIaprI I I I I dec.
V V V
Y-AXIS
time management
supervisory skills development
etc etc
IN THE BOXES,
--ESTIMATE HOW MANY WOULD ATTEND THE COURSE
--DATE
--LOCATION
================================================== ==========

STAGE 6
FOR EACH PROGRAM, PREPARE A
TRAINING PLAN CHECKLIST

1. An assessment of the current situation.
2. A statement of purpose, outlining what is to be accomplished.
3.Identification of the training needs.
4. A statement of planning premises -significant asssumptions,
constraints, and parameters.
5. A forecast statement of factors that might help or hinder
the end results.
6. Desired behaviors are specified.
7.Desired competences are identified and specified.
8.Knowledge, skills, and characteristics desired are specified.
9. Constraints like time, budget and participants attitude are identified.
10.Participants' characteristics are identified / listed.
11. Training objectives are defined / listed.
12.Training program contents are outlined.
-identifying topic areas to be covered.
-specific concepts are listed
-key points are specified
-determining the emphasis required on each topic.
-sequencing the topics into a logical progression.
-establishing a learning pace.
13. Selection of instructor(s)
-in terms of scholastic records
-in terms of delivery skills
-in terms of personality
etc etc
14. Physical facilities
-location
-settings
-conference room [ size / layout /light/acoustics/ etc]
-seating arrangements
-case study rooms
etc

15. Conference room facilities
-equipments required
-stationery required
-dining / coffee room facilities
-writing materials
etc etc

16. Training Teaching materials
-training agenda
-trainer's manual
-participants' manual
-case studies
-role plays
etc etc

17. Training Methods
-lecture
-conference method
-management games
-case study
-senstivity training
-programed instructions.
18. Evaluations.
19. Training schedule.
20. Training Budget
===============================================
PART TWO


BUDGET
When it comes to budget--spending on training/development
-it will be never sufficient.
-there will be always some constraint.
-in spite of management desire/ great interest in training/development,
when it comes to releasing budget, it will be hard to come.
----------------------------------------------------------------------------------
SO WHEN YOU PRESENT YOUR PROPOSAL GO WITH
A MINIMUM AND MAXIMUM BUDGET / PROGRAMS.
*what will be conducted / business impact on minimum budget.
*what will be conducted / business impact on maximum budget.
-------------------------------------------------------------------------------------
As a guideline for the selection of programs,
apart from the priority list based on TNA, you will see that
the people who could make the best use of training/development
and create impact on the business are
1.TECHNICAL TRAINING.
2.FIRST LINE MANAGERS
3.MIDDLE MANAGEMENT.
-------------------------------------------------------------------------------------
TRAINING WORKLOAD
NOW based on the information, can you/ your immediate supervisor
-estimate the program time for each program
-estimate the no of time each program has to be run
-estimate the total no. of hours all together
-estimate who is going to do it [ take logistics into consideration]
-do you need external trainers , as support
-OUTSOURCING OF SOME OF THE PROGRAMS
-how many / what programs / when/where.
-----------------------------------------------------------------------------------

ONCE YOU GO THROUGH THESE STEPS AS LISTED ABOVE,
YOU WILL KNOW
-WHO ARE YOUR TARGET AUDIENCE
-WHAT DO THEY WANT
-WHAT ARE THEIR PRIORITIES
-WHEN DO THEY WANT
-HOW ARE YOU GOING TO IMPLEMENT EACH PROGRAM
-HOW WILL IT BE ADMINISTERED
-WHO WILL DELIVER THESE PROGRAMS
-WHAT IS THE COST OF IMPLEMENTING
AT MINIMUM LEVEL
AT MAXIMUM LEVEL
-AT WHAT PERIOD OF TIME
-WHAT IS THE TIMING OF EACH PROGRAM
ETC ETC
ONCE YOU HAVE THESE INFORMATION,
YOU CAN NOW CALENDERISE AND DEVELOP
THE SCHEDULE.
===============================================
IT IS NECESSARY / ESSENTIAL TO MEASURE
THE TRAINING EFFECTIVENESS AT FIRST.

1.Efficiency
Efficiency is a measure of the amount of learning achieved relative to the amount of effort put in. In practical terms this means the amount of time it takes to complete a piece of training. Efficiency has a direct relation to cost – the more efficient a training method is, the less it will cost.
2.Reactions
Reactions are what you measure with the ‘happy sheet’. Reactions are important because, if employees react negatively to your courses, they are less likely to transfer what they learned to their work and more likely to give bad reports to their peers, leading in turn to lower employees numbers.
3.Learning
Learning, in terms of new or improved skills, knowledge and attitudes, is the primary aim of a training event. Learning can be measured objectively using a test or exam or some form of assessed exercise. If an employee has to achieve a certain level of learning to obtain a ‘pass mark’, then the number of passes may be used as an evaluation measure. Another important aspect of learning is the degree of retention – how much of the learning has stuck after the course is over.
4.Behaviour change
If an employee has learned something from a course, you hope that this will be reflected in their behaviour on the job. If an employee employs what they have learned appropriately, then their work behaviour will meet desired criteria. Behaviour can be measured through observation or, in some cases, through some automated means. To assess behaviour change requires that the measurements are taken before and after the training.
5.Performance change
If, as a result of training, employees are using appropriate behaviours on the job, then you would expect that to have a positive impact on performance. A wide variety of indicators can be employed to measure the impact of training on performance – numbers of complaints, sales made, output per hour and so on. It is hard to be sure that it is training that has made the difference without making comparisons to a control group – a group of employees who have not been through the training.
====================
THE ABOVE LISTED EVALUATION/ MEASUREMENT CAN
BE APPLIED TO ANY OF THE FUNCTIONS WHICH HAS AN
IMPACT ON THE BUSINESS RESULTS.
1.PROCUREMENT training
-reduction in cost of purchase.
-reduction in raw material inventory.
-----------------------------------------------------
2.PRODUCTION training
-reduction in the unit cost of production
------------------------------------------------------
3.QUALITY training
-improvement in the qua lity/ reduction in rejection
-------------------------------------------------------------------------
4.DISTRIBUTION training
-reduction in distribution cost.
-improve the distribution effectiveness/coverage
---------------------------------------------------------------------
5.SALES training
-improved sales coverage
-improved customer coverage
-improved sales results
-----------------------------------------------------------
6.FINANCE training
-better cost control
-----------------------------------------------------------
7.CUSTOMER SERVICE training
-improved customer service satisfaction level
-------------------------------------------------------------------
etc etc
ALL THE ABOVE TRAINING IMPACT CREATE
-SIGNIFICANT EFFICIENCY IN OPERATION.
-SIGNIFICANT EFFECTIVENESS IN OPERATION
-WHICH IMPROVES THE PRODUCTIVITY LEVELS
-WHICH IMPROVES THE RESULTS
-WHICH MEANS MORE REVENUE/ PROFIT/ PROFITABILITY.
================================================



hi fi any one need a corporate training u can contact me at
M:
+91-9003047007

Dear Friends,
I am Rohith & looking for a job in a retail co. in T&D dept. I have totally 17 yrs. of work exp.
In 17 yrs of my work exp., I have 6 yrs of retail ops. exp & 2 yrs of retail training exp.
If any openings are there then pls. let me know. My mobile no. is 9611131970.
Regards,
Rohith

Hi
CHANGING OUTLOOKS provides effective, practical and integrated solutions to meet learning and workforce performance needs through organization development initiatives and training consulting services
Our services help organizations reach their desired workforce performance objectives by satisfying any learning content need and providing design and delivery support as required. A proven Solutions Framework guides all client activity and ensures success
We can help you assess your requirements and deliver tailor made programs.
I have attached out presentation.
Thanks
Anagha
Changing Outlook


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