Business Mentor, Consultant And Trainer
Senior Manager - Hr | Trainer
Head - Training And Development
When you say "external programmes", you mean to say Public Workshops. Public workshops are organised by some training companies. These companies do the marketing of the programmes, companies nominate their staffs based on the suitability of the programme. However, there are few limitations of the public workshops. These are as below:
a) Training programmes are aimed to bring organisational change. By nominating couple of staffs, it is not possible to bring organisation-wide change. Take the case of training on Communication Skills. By nominating few staffs for a public workshop on communication skills, will it be possible to bring a culture of communication in the organisation? Impossible! I conduct training on purchase and inventory management subjects also. How it is possible to increase Inventory Turnover Ratio (ITR) by just nominating 1-2 staffs on public workshop on purchase management or inventory management?
b) It requires tremendous motivation on the participants (staffs that companies nominate) to learn, absorb the knowledge, find out suitability of applying that knowledge and really apply. I have been conducted public workshops since 2008. Believe me, not even 1% participants are that much motivated.
c) Exception to (b) above is few technical programmes or taxation related programmes. However, for soft skills learning implementation is far cry. In the last eight years, I have trained 500+ procurement professionals. However, just 1-2 called me to discuss how to implement Economic Order Quantity (EOQ) in their company.
d) For the public workshops, participants come from diverse background. Their expectations are different. Therefore, exact customisation of the training is not possible.
e) Further to point (b) above, many times participants attend the programme to unwind from routine hustle bustle of their work. Learning is secondary for them.
f) Few participants attend training at outstation because of their vested interest. The real purpose is to meet some relative or friend, attend interview, buy property etc. However, this is cleverly camouflaged under "training".
By the way, why are you coming to gauging the learning for the public workshops. How many companies, how many HR/Training managers measure training effectiveness for the in-house training programmes? Who has done that? It would be my pleasure to know that person.
Conducting training requires lot of organisational research. Based on this research, one needs to derive a goal statement in which it is stated in measurable terms what needs to be increased or decreased. Every training programme should be aimed at cost reduction. How many HR/Training Managers know what costs are associated with their business?
14th April 2015 From India, Bangalore
Thanks for the response. Agree that most companies do not gauge the learning outcomes of public workshops, but don't you think that it should happen.
Company invests a lot of money in these kind of trainings/workshops so that the employees learn something out of it and implement the same in the company so that they can do better. But as you said most companies do no gauge the learning which is why companies are becoming hesitant to nominate their employees.
In my company I am trying to bring change where I can show ROI on the money invested in attending the Trainings/Workshops. At the same time employees will also be more attentive and will take these Trainings/Workshops as unwinding opportunity from their day-to-day routine.
15th April 2015 From India, Bangalore
I appreciate your desire to bring a change. You wanted to measure ROI on training, nevertheless, measurement of ROI is outcome of organisational maturity. Lot of systematic and planned work is required before embarking on measuring ROI on training. To measure ROI, first you need to make conscious efforts to bring a cultural of learning. Sans this culture, you may not succeed. Call me on my mobile and I will tell you what preceding activities need to be done to bring culture of learning.
How much employee's time you reserve for self-learning? Many times, it is not at all required to nominate a employee to a particular workshop. Employees can self-learn also. However, many times employees are exasperated due to overwork and do not have even a minute to learn.
Secondly, to measure ROI, you cannot plough a lonely furrow. You need to lot of support from top management. What are their views? Are they supportive?
15th April 2015 From India, Bangalore
Thanks for appreciating my efforts. I definitely agree with you that we cannot plough a lonely furrow, but here I have good support from my Senior Management. In my company Training is given utmost importance.
Will definitely call you once I am off my work.
15th April 2015 From India, Bangalore
Yours is a very valid question. The best way to assess the effectiveness of training (be it internal or external) is
1. Identify and list down the objectives of the training before imparting the training.
2. Communicate the objectives to the trainees.
3. Require the immediate superiors to look for the 'reactions' on such areas immediately after the training and record.
4. Require the staff who underwent the training to submit his/her 'Action Plan' in implementing the input of the training - just a few bulletted points.
5. Conduct a review on the same areas after a considerable period of time (depending on the subject/content of the training) as the impact of majority of the training programmes is long drawn.
But please have a confidence that every training has its own impact.We can measure and monitor.
16th April 2015 From India, Chennai
You don't have only good query. You have good sense of humor with interesting cause of employer employee relation with overall understanding of ROI of Organizational objective. If you have fair communication with manpower task force and the knowledge of ethical professional employee's employer value on behalf of senior management of the organization, you can bring the change in professional culture of the organization. It needs very deep thought, but a person can have.
Principal Consultant & Catalyst
Man Association Corporation (MacIndia)
+91 9903 176 144
17th April 2015 From India, Kolkata
I appreciate your querry and anxiety associated with the same.
In this regard I suggest the following:
1. Please be sure that the contents of the particular training programme respond to your organisational needs in full or you can get some of the salient items incorporated in the programme structure. If this is not possible, you will have to stay satisfied to the extent it is meeting your organisational needs and have the same level of expectations from your employee-participants.
2.Once particular employee(s) is nominated, before his departure his departure please have discussion with him about the program to which nominated and managerial expectations.
3.On return from training have a discussion session with the nominees and relevant representatives of the management with regard to the knowledge derived by them which is to be applied in the day to day functioning of your organisation and co-operation of the management team to this effect.
4.Have periodical sessions with them in the manner as at 3 above to appreciate practical application of their knowledge in the organisational environment.
This may be one way to work out the ROI on the training of your employees, as it is not possible to assess the same in quantifiable way in the ratio of investment (fee+ta/da + cost of absence from duty) visa-vis knowledge gained by them(which cannot be quantified unless its acceptability to your organisational environment is known).
17th April 2015 From India, Delhi