Dear Rahul, Employee training activities should translate into a higher level of performance. Therefore, try identifying the relationship between operational ratios and training activities. The aim of the training programs should be to reduce:
a) Reduction in the consumption of resources
b) Reduction in turnaround time of some processes
c) Reduction in the generation of scrap
d) Reduction of some costs like inventory carrying cost, inspection cost, etc.
e) Reduction in energy consumption
f) Number of suggestions generated before the engagement program and after the program
g) Improvement in customer satisfaction
h) Reduction in Cost of Poor Quality (COPQ)
Of the above list, try identifying the most critical issues and conduct the training program. On completion of the training, you should be able to measure the training effectiveness after a specific time period.
Please note that the HR professional's job does not end at designing the training calendar and conducting the training programs, but the target is to bring the change. Your boss could be more interested in the positive results of the training than the training calendar. The training calendar also depends on the budget at hand. However, if you study the organization's issues and aim at reducing the operational cost because of the training, getting budgetary approval should not be a problem. Many HR professionals approach their management without doing a Cost-Benefit Analysis (CBA) of the training programs. Since HR is not clear about the estimated benefits, their proposals are shot down.
I have written several posts on this topic earlier. Click the following few links to refer to my past replies:
https://www.citehr.com/523786-traini...ml#post2222367
Thanks,
Dinesh Divekar