Dear All,
Greetings. I am working with XXX Infrasys Private Limited, an emerging leader in the field of Intelligent Transportation Systems. I am working here as an HR Manager. We want to cultivate a culture of training and development among our team members. Our goal is to organize technical as well as soft skill training.
Kindly suggest ways to initiate the same. Looking forward to hearing from you.
Thanks & Regards,
Neha Taneja
From India, Delhi
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3Greetings. I am working with XXX Infrasys Private Limited, an emerging leader in the field of Intelligent Transportation Systems. I am working here as an HR Manager. We want to cultivate a culture of training and development among our team members. Our goal is to organize technical as well as soft skill training.
Kindly suggest ways to initiate the same. Looking forward to hearing from you.
Thanks & Regards,
Neha Taneja
From India, Delhi
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Good to note that you would like to start training and development in your company. In this connection, you may note the following:
a) Training is conducted to bring organizational change. Therefore, your focus should be on organizational and not individual change.
b) Employee training is only a medium and not an end in itself. The end result should be the reduction of some costs that the organization incurs in the course of its operations. If not cost, then be clear about which ratio you would like to increase or decrease.
c) To reduce the cost, the first requirement is to measure the various costs associated with your business. Therefore, your first requirement is how to identify and measure the costs scientifically.
d) Measurement of training effectiveness is the measurement of the cost before the training and cost after the training. The difference is ROI on training.
e) Any training that does not reduce the cost or increase/decrease some ratio is humbug.
f) A Training/HR professional's job is not just delivery or presentation skills but to study/understand the systems and processes and identify where and how revenue leakage is taking place. Your training efforts should be directed to plug that leakage.
g) Further, a Training/HR Professional's job is not just to spend the training budget or execute the training calendar. Their quintessence lies in creating knowledge resources and facilitating a culture of learning or a culture of self-learning. Your staff members should not wait till the company trains them.
To know various costs associated with the manufacturing industry, click the following link:
https://www.citehr.com/521986-cost-cutting-factor.html
I have given so many replies on the training-related subject. You may click the following link to refer to the replies:
#post2015092
#post1969910
https://www.citehr.com/311628-measur...ml#post1411484 (though this is related to technical training, the comments are useful for behavioral training as well)
https://www.citehr.com/119766-kirkpa...tml#post758770
https://www.citehr.com/171892-honeym...tml#post743051
https://www.citehr.com/137807-parame...tml#post712618
https://www.citehr.com/479129-how-ge...ml#post2112781
https://www.citehr.com/336611-roi-ca...ml#post1552221
https://www.citehr.com/423763-evalua...ml#post2149785
https://www.citehr.com/498440-how-ca...utomobile.html
https://www.citehr.com/446478-traini...-industry.html
I recommend you go through the above links patiently. It will enhance your training awareness. Feel free to contact me on my mobile for further queries.
All the best!
Regards,
Dinesh Divekar
[Phone Number Removed For Privacy Reasons]
From India, Bangalore
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a) Training is conducted to bring organizational change. Therefore, your focus should be on organizational and not individual change.
b) Employee training is only a medium and not an end in itself. The end result should be the reduction of some costs that the organization incurs in the course of its operations. If not cost, then be clear about which ratio you would like to increase or decrease.
c) To reduce the cost, the first requirement is to measure the various costs associated with your business. Therefore, your first requirement is how to identify and measure the costs scientifically.
d) Measurement of training effectiveness is the measurement of the cost before the training and cost after the training. The difference is ROI on training.
e) Any training that does not reduce the cost or increase/decrease some ratio is humbug.
f) A Training/HR professional's job is not just delivery or presentation skills but to study/understand the systems and processes and identify where and how revenue leakage is taking place. Your training efforts should be directed to plug that leakage.
g) Further, a Training/HR Professional's job is not just to spend the training budget or execute the training calendar. Their quintessence lies in creating knowledge resources and facilitating a culture of learning or a culture of self-learning. Your staff members should not wait till the company trains them.
To know various costs associated with the manufacturing industry, click the following link:
https://www.citehr.com/521986-cost-cutting-factor.html
I have given so many replies on the training-related subject. You may click the following link to refer to the replies:
#post2015092
#post1969910
https://www.citehr.com/311628-measur...ml#post1411484 (though this is related to technical training, the comments are useful for behavioral training as well)
https://www.citehr.com/119766-kirkpa...tml#post758770
https://www.citehr.com/171892-honeym...tml#post743051
https://www.citehr.com/137807-parame...tml#post712618
https://www.citehr.com/479129-how-ge...ml#post2112781
https://www.citehr.com/336611-roi-ca...ml#post1552221
https://www.citehr.com/423763-evalua...ml#post2149785
https://www.citehr.com/498440-how-ca...utomobile.html
https://www.citehr.com/446478-traini...-industry.html
I recommend you go through the above links patiently. It will enhance your training awareness. Feel free to contact me on my mobile for further queries.
All the best!
Regards,
Dinesh Divekar
[Phone Number Removed For Privacy Reasons]
From India, Bangalore
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Thank you for your response, sir,
Can anyone please help me with some training-providing organizations as we are planning to conduct a few training sessions for our employees in the coming months.
Regards, Neha Taneja
From India, Delhi
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Can anyone please help me with some training-providing organizations as we are planning to conduct a few training sessions for our employees in the coming months.
Regards, Neha Taneja
From India, Delhi
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Dear Neha,
I hope you have gone through the various links provided in my previous reply. I was able to provide the information in the previous message because I handle the training independently. To learn more about my training activities, please visit the following link: #post2222147. You can download the training brochures from the link. Kindly send me a test email, and I will also forward you my profile.
Thank you,
Dinesh Divekar
From India, Bangalore
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I hope you have gone through the various links provided in my previous reply. I was able to provide the information in the previous message because I handle the training independently. To learn more about my training activities, please visit the following link: #post2222147. You can download the training brochures from the link. Kindly send me a test email, and I will also forward you my profile.
Thank you,
Dinesh Divekar
From India, Bangalore
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Can anyone help me with any training organization who can provide training session on Meditation and Stress reduction. If yes, please share the contact details. Regards Neha Taneja
From India, Delhi
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From India, Delhi
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Comments on Stress Management and Training
a) Stress is an output, not an input. Stress is a result, not a cause. Address your training efforts to the cause and not towards the result. If you conduct training on stress management without addressing the cause, you will require training once again.
b) Stress is caused by organizational as well as personal factors. Fix the organizational factors first; personal factors will follow automatically. Organizational factors include:
i) Improper manpower planning
ii) Improper recruitment (a square peg in a round hole?)
iii) Lack of requisite skills among the staff members
iv) Management sets the goal but gives the wrong direction or no direction.
v) Management has its own clique, and they listen to only those few.
vi) Excessive emphasis on customer satisfaction.
vii) Lack of well-defined systems and processes. When systems and processes are not well-defined, staff recruited from diverse companies do not unlearn. They bring the baggage of wisdom from their past companies and start off-loading it in their current company. This creates a classic hodgepodge.
viii) Slavish or sheepish adherence to the process. Since the process is not flexible, staff end up [missing the wood for the trees].
ix) Recurrence of the same mistakes. This happens because of attrition.
x) Management is eager to benchmark against industry leaders blindly. However, they cannot bring the culture of those companies into their own company.
xi) Management treats high performers differently. However, these fair-haired chaps merrily rub other employees the wrong way.
c) Yoga is another method of curing stress; this is what yoga trainers say. However, problems arising from the humdrum activities of corporate life cannot have a spiritual solution. If the water in the pot is boiling, then we must locate the knob and turn the fire off. Yoga or any other stress-handling remedy is like putting ice cubes in a boiling pot to reduce the temperature. As the ice melts, add a few more ice cubes! But this is not a permanent remedy to reduce the temperature.
d) There is a lot of material available on stress management. Many trainers download it and use it for their training (this includes me also). However, I have not come across any trainer who has told me confidently that they could fix employee stress permanently. So training efforts are like water off a duck's back.
These are my candid views. My candidness may ruffle the feathers of a few of my fellow HR/trainers, but my intention was not to do that!
Thanks,
Dinesh Divekar
[Phone Number Removed For Privacy Reasons]
From India, Bangalore
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a) Stress is an output, not an input. Stress is a result, not a cause. Address your training efforts to the cause and not towards the result. If you conduct training on stress management without addressing the cause, you will require training once again.
b) Stress is caused by organizational as well as personal factors. Fix the organizational factors first; personal factors will follow automatically. Organizational factors include:
i) Improper manpower planning
ii) Improper recruitment (a square peg in a round hole?)
iii) Lack of requisite skills among the staff members
iv) Management sets the goal but gives the wrong direction or no direction.
v) Management has its own clique, and they listen to only those few.
vi) Excessive emphasis on customer satisfaction.
vii) Lack of well-defined systems and processes. When systems and processes are not well-defined, staff recruited from diverse companies do not unlearn. They bring the baggage of wisdom from their past companies and start off-loading it in their current company. This creates a classic hodgepodge.
viii) Slavish or sheepish adherence to the process. Since the process is not flexible, staff end up [missing the wood for the trees].
ix) Recurrence of the same mistakes. This happens because of attrition.
x) Management is eager to benchmark against industry leaders blindly. However, they cannot bring the culture of those companies into their own company.
xi) Management treats high performers differently. However, these fair-haired chaps merrily rub other employees the wrong way.
c) Yoga is another method of curing stress; this is what yoga trainers say. However, problems arising from the humdrum activities of corporate life cannot have a spiritual solution. If the water in the pot is boiling, then we must locate the knob and turn the fire off. Yoga or any other stress-handling remedy is like putting ice cubes in a boiling pot to reduce the temperature. As the ice melts, add a few more ice cubes! But this is not a permanent remedy to reduce the temperature.
d) There is a lot of material available on stress management. Many trainers download it and use it for their training (this includes me also). However, I have not come across any trainer who has told me confidently that they could fix employee stress permanently. So training efforts are like water off a duck's back.
These are my candid views. My candidness may ruffle the feathers of a few of my fellow HR/trainers, but my intention was not to do that!
Thanks,
Dinesh Divekar
[Phone Number Removed For Privacy Reasons]
From India, Bangalore
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Hi,
I have been asked to provide soft skills training at my office. I am very new to the training field and have never conducted training before. Can anyone please help me with how I should get started, how to conduct the training, what content I need to cover, etc.?
Thanks
From India, Hyderabad
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I have been asked to provide soft skills training at my office. I am very new to the training field and have never conducted training before. Can anyone please help me with how I should get started, how to conduct the training, what content I need to cover, etc.?
Thanks
From India, Hyderabad
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(Fact Checked)-The user's reply contains some minor errors in grammar and punctuation but is relevant to the original post. (1 Acknowledge point)
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Hello all, well, there was quite a long break from the subject for some time. I hope you all have been doing well. Now, as we all have come back to work mode in most places, let's start sharing some subject-related thoughts.
How do you measure the effectiveness of training in your organizations?
From United Arab Emirates, Dubai
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How do you measure the effectiveness of training in your organizations?
From United Arab Emirates, Dubai
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Dear Colleagues, I want to prepare a training calendar for my Rolling mill and Steel Melting Shop staffs for all level. Pl share some training programs for the same. Regards Jitendriya Kumar Pradhan
From India, Bengaluru
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From India, Bengaluru
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Training Needs Analysis
Complete your Training Needs Analysis (TNA) with the staff first. This will help you determine what training is required for your organization.
Just providing any training for your staff can be an expensive endeavor, so it's important to get it right. The TNA will identify exactly what training is needed to fill gaps in knowledge, etc.
We don't work for your organization, so we cannot tell you what training is required for your staff.
From Australia, Melbourne
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Complete your Training Needs Analysis (TNA) with the staff first. This will help you determine what training is required for your organization.
Just providing any training for your staff can be an expensive endeavor, so it's important to get it right. The TNA will identify exactly what training is needed to fill gaps in knowledge, etc.
We don't work for your organization, so we cannot tell you what training is required for your staff.
From Australia, Melbourne
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Dear All, good Afternoon...!!! I am working a Public Limited Company as HR Executive, I want to improve myself in Training & Development. Please help me to upgrade my skills. Thanks
From India, Mandi
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From India, Mandi
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Hi, Please advise some Training Programmes which we can organize in our Company from HR side. Also suggest Corporate Training companies in DEL/NCR.
From India, Chennai
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From India, Chennai
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You can get in touch with ISTD (Indian Society for Training & Development), which is a premier institution in India in the field of Training & Development. They can impart training programs that cater to your needs. Whether ISTD personnel can visit your company premises and impart training needs to be explored (I am not sure). The address is given below:
B 23, Block B, Qutab Institutional Area, New Delhi, Delhi 110016
Similarly, you can also contact the NIPM New Delhi chapter for a training program.
From India, Aizawl
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B 23, Block B, Qutab Institutional Area, New Delhi, Delhi 110016
Similarly, you can also contact the NIPM New Delhi chapter for a training program.
From India, Aizawl
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(Fact Checked)-The user reply is correct and provides relevant information for initiating training programs. Thank you for sharing these valuable suggestions! (1 Acknowledge point)
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Dear Colleague,
In line with the discussion relating to the Training Programs for your Company, kindly consider the below suggestions:
Training should be based on need
The training intervention should be based on the need analyzed specific to the skill gaps identified for each of the talents.
Training should be focused
The effort of training should be focused on the target participant for any specific inputs through training interventions.
Training needs investment
Any training effort involves an investment of money, a scarce commodity. Hence, spend the money meaningfully on the need-based programs.
Training should have impact
Any training we do should have an impact on the skill, behavior, or on the bottom line of the business - profit, customer satisfaction, new product, quality of the product, quality of the talent and skill sets, new knowledge, or for sharpening the skill sets and so on. Hence, plan your training with what you want to achieve in mind as begin with end in mind.
Training should be with right aids
There may be hundreds of agencies, but go for agencies or training firms that meet your requirements for the need identified and capable of providing the required training needs after careful analysis.
Hence, the suggested way forward is to:
- Decide the Training Needs Identification
- Map the training needs for each of the talent of your organization
- Group the training needs into different buckets - Technical, Skill, Behavioral, Leadership, Customer handling, Managerial, Business Skills and so on
- Decide the key deliverables as a measure of outcome or impact you aim through training programs and document it
- Prioritize the training needs by a simple rule - Business Impact programs: Immediate List - Cost Reduction: Immediate List, Market Promotion: Immediate List, Value added to Customer: Immediate List, and other generic programs in the second bucket, etc.
- Then identify the right agency or training firm which can meet your expected outcome
- There are so many agencies like ISTD, NIPM, IITS, IIMs, and Administrative Staff College of India and organizations like CII can help you at the next phase. But begin with end in mind so that your efforts will be scientific and productive which will be appreciated and cherished by the stakeholders.
From India, Chennai
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In line with the discussion relating to the Training Programs for your Company, kindly consider the below suggestions:
Training should be based on need
The training intervention should be based on the need analyzed specific to the skill gaps identified for each of the talents.
Training should be focused
The effort of training should be focused on the target participant for any specific inputs through training interventions.
Training needs investment
Any training effort involves an investment of money, a scarce commodity. Hence, spend the money meaningfully on the need-based programs.
Training should have impact
Any training we do should have an impact on the skill, behavior, or on the bottom line of the business - profit, customer satisfaction, new product, quality of the product, quality of the talent and skill sets, new knowledge, or for sharpening the skill sets and so on. Hence, plan your training with what you want to achieve in mind as begin with end in mind.
Training should be with right aids
There may be hundreds of agencies, but go for agencies or training firms that meet your requirements for the need identified and capable of providing the required training needs after careful analysis.
Hence, the suggested way forward is to:
- Decide the Training Needs Identification
- Map the training needs for each of the talent of your organization
- Group the training needs into different buckets - Technical, Skill, Behavioral, Leadership, Customer handling, Managerial, Business Skills and so on
- Decide the key deliverables as a measure of outcome or impact you aim through training programs and document it
- Prioritize the training needs by a simple rule - Business Impact programs: Immediate List - Cost Reduction: Immediate List, Market Promotion: Immediate List, Value added to Customer: Immediate List, and other generic programs in the second bucket, etc.
- Then identify the right agency or training firm which can meet your expected outcome
- There are so many agencies like ISTD, NIPM, IITS, IIMs, and Administrative Staff College of India and organizations like CII can help you at the next phase. But begin with end in mind so that your efforts will be scientific and productive which will be appreciated and cherished by the stakeholders.
From India, Chennai
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(Fact Checked)-The user's reply provides accurate and comprehensive suggestions for initiating a culture of training and development. No corrections needed. (1 Acknowledge point)
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The training I used to conduct for my company includes Motivation and Sales Enforcement (External Faculty), Advanced Excel and Automation (conducted by myself), Fire Safety and Emergency (Safety and Health Department), and Legal Awareness (taught by a senior lawyer).
Thank you.
From India, Nagpur
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Thank you.
From India, Nagpur
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Training is a process
Training is a process. It depends on the processes present in the organization. So, it depends on the kind of sector that you are dealing with. Customize the training needs and then impart the training sessions.
Sourcing Trainers
As far as the sourcing of trainers is concerned, it is again industry-specific. The following are the categories that can be aimed at:
- Soft Skills
- Functional
- Behavioural
Based on the above-mentioned points, figure out the training topics.
Warm Regards,
Neha Kapoor
From India, Kanpur
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Training is a process. It depends on the processes present in the organization. So, it depends on the kind of sector that you are dealing with. Customize the training needs and then impart the training sessions.
Sourcing Trainers
As far as the sourcing of trainers is concerned, it is again industry-specific. The following are the categories that can be aimed at:
- Soft Skills
- Functional
- Behavioural
Based on the above-mentioned points, figure out the training topics.
Warm Regards,
Neha Kapoor
From India, Kanpur
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Redefining Training Programs for Employees
As the pandemic has increased the dire need for reskilling and upskilling employees, it is necessary to redefine training programs for your employees. As an HR professional, after conducting a detailed survey and gathering employee feedback, you must redesign the programs to achieve the desired skills, manage changes in professional life, and prepare for the future of work.
Understanding Work Models and Employee Needs
Depending on the work model—hybrid, permanent work from home, or any other—you should understand the needs and redesign programs to increase employee engagement and encouragement. As an HR professional, it is your core responsibility to design programs that help your employees and make them feel valued.
From India, Noida
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As the pandemic has increased the dire need for reskilling and upskilling employees, it is necessary to redefine training programs for your employees. As an HR professional, after conducting a detailed survey and gathering employee feedback, you must redesign the programs to achieve the desired skills, manage changes in professional life, and prepare for the future of work.
Understanding Work Models and Employee Needs
Depending on the work model—hybrid, permanent work from home, or any other—you should understand the needs and redesign programs to increase employee engagement and encouragement. As an HR professional, it is your core responsibility to design programs that help your employees and make them feel valued.
From India, Noida
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(Fact Checked)-The user reply provides valuable insights on redefining training programs based on employee needs and work models. It aligns well with fostering employee engagement and development. (1 Acknowledge point)
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Dear CiteHR Members,
Training Programs:
The company recognizes that education increases employees' effectiveness on the job and helps them prepare for future advancement. Therefore, the Company provides several training activities designed to further employees' general education and to help them develop their skills and abilities.
Most of the responsibility for an employee's on-the-job training lies with their supervisor, who has been trained to help the employee set goals and develop their full career potential. Additional training programs of a more formal nature are administered by the employee's department, as well as by the Training Section of the HR Department.
One of the most valuable ways in which the Company can assure the availability of staff to fill management vacancies is through our Management Training Program. Admission to the program is based on educational achievement, aptitude tests, prior experience, and for current staff members, at least two years of full-time service. The timeframe for completion of the program is flexible, depending on the employee's performance and progress. If the employee is interested in this program and would like to know if they are qualified to apply, please see their supervisor.
In addition to all of our in-house training capabilities, the Company cooperates with some outside professional and educational institutions that provide seminars, conferences, and other courses of study to help further employees' education and training. The Training Section has more information about courses offered by outside organizations and the requirements for enrollment.
Training Policy
I. General
The Company increasingly recognizes the pragmatic need for the continual development of the knowledge and skills of employees as essential to organizational success and individual employee achievement. Job competence constantly interfaces with technological advances, economic change, employee advancement, and a host of other demands. As a result, management has greater expectations from the training and development function. The Company will provide education and training to all employees to ensure the continued availability of competent professional employees and to increase the efficiency of employees' performance in their present job assignments, guaranteeing the continuous growth of the organization in the current competitive business environment.
II. Principles
Training will receive the full commitment and support of top management, supervisory personnel, and the labor union. Top management must ensure that personnel and funding are adequate to provide the training programs needed by the Company to remain competitive and to meet the needs of the employees. Supervisors must be able to identify the specific training needs of their subordinates and assist them in acquiring the knowledge and skills they need to succeed in their job assignments and to progress in their career fields. The labor union must recognize the importance of training and encourage their members to take advantage of opportunities for training.
III. Purpose
Training can solve a variety of manpower problems that militate against optimum productivity.
• Increase productivity
• Improve the quality of work and raise morale.
• Develop new skills, knowledge, understanding, and attitudes.
• Use correctly new tools, machines, processes, methods, or modifications thereof.
• Reduce waste, accidents, turnover, lateness, absenteeism, and other overhead costs.
• Implement new or changed policies or regulations.
• Fight obsolescence in skills, technologies, methods, products, markets, capital management, etc.
• Bring incumbents to that level of performance that meets the standard of performance for the job.
• Develop replacements, prepare people for advancement, improve manpower deployment, and ensure continuity of leadership.
• Ensure the survival and growth of the Company.
Best regards to you all,
John Chiang
From China, Shanghai
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Training Programs:
The company recognizes that education increases employees' effectiveness on the job and helps them prepare for future advancement. Therefore, the Company provides several training activities designed to further employees' general education and to help them develop their skills and abilities.
Most of the responsibility for an employee's on-the-job training lies with their supervisor, who has been trained to help the employee set goals and develop their full career potential. Additional training programs of a more formal nature are administered by the employee's department, as well as by the Training Section of the HR Department.
One of the most valuable ways in which the Company can assure the availability of staff to fill management vacancies is through our Management Training Program. Admission to the program is based on educational achievement, aptitude tests, prior experience, and for current staff members, at least two years of full-time service. The timeframe for completion of the program is flexible, depending on the employee's performance and progress. If the employee is interested in this program and would like to know if they are qualified to apply, please see their supervisor.
In addition to all of our in-house training capabilities, the Company cooperates with some outside professional and educational institutions that provide seminars, conferences, and other courses of study to help further employees' education and training. The Training Section has more information about courses offered by outside organizations and the requirements for enrollment.
Training Policy
I. General
The Company increasingly recognizes the pragmatic need for the continual development of the knowledge and skills of employees as essential to organizational success and individual employee achievement. Job competence constantly interfaces with technological advances, economic change, employee advancement, and a host of other demands. As a result, management has greater expectations from the training and development function. The Company will provide education and training to all employees to ensure the continued availability of competent professional employees and to increase the efficiency of employees' performance in their present job assignments, guaranteeing the continuous growth of the organization in the current competitive business environment.
II. Principles
Training will receive the full commitment and support of top management, supervisory personnel, and the labor union. Top management must ensure that personnel and funding are adequate to provide the training programs needed by the Company to remain competitive and to meet the needs of the employees. Supervisors must be able to identify the specific training needs of their subordinates and assist them in acquiring the knowledge and skills they need to succeed in their job assignments and to progress in their career fields. The labor union must recognize the importance of training and encourage their members to take advantage of opportunities for training.
III. Purpose
Training can solve a variety of manpower problems that militate against optimum productivity.
• Increase productivity
• Improve the quality of work and raise morale.
• Develop new skills, knowledge, understanding, and attitudes.
• Use correctly new tools, machines, processes, methods, or modifications thereof.
• Reduce waste, accidents, turnover, lateness, absenteeism, and other overhead costs.
• Implement new or changed policies or regulations.
• Fight obsolescence in skills, technologies, methods, products, markets, capital management, etc.
• Bring incumbents to that level of performance that meets the standard of performance for the job.
• Develop replacements, prepare people for advancement, improve manpower deployment, and ensure continuity of leadership.
• Ensure the survival and growth of the Company.
Best regards to you all,
John Chiang
From China, Shanghai
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Hi Guy, I want to know how to arrange a training program on soft skills for employees in my company, using online videos. How should I plan this? Please advise.
From India, Pune
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From India, Pune
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(Fact Checked)-The training program should consider individual learning styles and interactive elements for effective soft skills development. Utilize a structured plan with clear objectives and assessments to track progress. (1 Acknowledge point)
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I am HR generalist. I am associated with stock broking company. I wanted to know what employee training program I can conduct. In my company we have 20 employess.
From India, Indore
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From India, Indore
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If you want to know what employee training program you can conduct in your organization, then your first step is to do the Training Needs Analysis (TNA). You are starting at the wrong end of the process. You need to find out exactly what training people need first and foremost, then design a training program to meet those needs.
Training is expensive, and it needs to be correctly targeted to meet the organization's needs.
If you do not have the necessary skills to undertake the TNA and design the correct training, then you need to outsource this to a specialist. Just taking a bunch of PowerPoints from someone else on unrelated matters, then standing up in front of staff and reading out the words on those PowerPoints IS NOT TRAINING.
From Australia, Melbourne
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Training is expensive, and it needs to be correctly targeted to meet the organization's needs.
If you do not have the necessary skills to undertake the TNA and design the correct training, then you need to outsource this to a specialist. Just taking a bunch of PowerPoints from someone else on unrelated matters, then standing up in front of staff and reading out the words on those PowerPoints IS NOT TRAINING.
From Australia, Melbourne
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(Fact Checked)-The user's reply is correct. It emphasizes the importance of conducting a Training Needs Analysis before implementing any training program to ensure it meets the organization's specific requirements. (1 Acknowledge point)
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I just started training in my company. I have a basic idea about training, including:
- Competency Mapping
- Skill Matrix
- Training Need Identification
- Training Plan & Calendar
- Training Arrangement
- Training Attendance
- Training Evaluation
Q1. Are HR responsible for Skill Matrix and training of Blue Collar employees?
If yes, how should we maintain these records?
Q2. How do I start training activities for my organization as a beginner?
From India, Pune
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- Competency Mapping
- Skill Matrix
- Training Need Identification
- Training Plan & Calendar
- Training Arrangement
- Training Attendance
- Training Evaluation
Q1. Are HR responsible for Skill Matrix and training of Blue Collar employees?
If yes, how should we maintain these records?
Q2. How do I start training activities for my organization as a beginner?
From India, Pune
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(Fact Checked)-The user's reply is correct and provides a good understanding of training activities for HR professionals. Well done! (1 Acknowledge point)
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Hi All, I am an HR Professional and am looking for some content around giving behavioral trainings to my team. Please suggest what trainings can be given ?
From India
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From India
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AS AN EMPLOYER WE ARE GOING TO SETUP A NEW DOJO TRAINING CENTRE FOR MANUFACTURING UNIT SO PLEASE SHARE YOUR OPINION HOW WE CAN SETUP?
From India, New+Delhi
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From India, New+Delhi
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Employ a training consultant to come in and study the manufacturing unit, conduct a training needs analysis, and then set up the relevant training courses.
Considerations Before Implementing Training
But answer this question first: how do you know that there needs to be training? Who made that decision and on what basis? Training costs money, and management will be looking for a return on the investment.
From Australia, Melbourne
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Considerations Before Implementing Training
But answer this question first: how do you know that there needs to be training? Who made that decision and on what basis? Training costs money, and management will be looking for a return on the investment.
From Australia, Melbourne
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(Fact Checked)-The user's reply is accurate and provides valuable insights into the importance of assessing training needs before implementation. (1 Acknowledge point)
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Dear John,
We already have a training center called "Pathshala"—in English, it means "classroom." We want to convert it into a Dojo center for our company. We have already completed the training needs analysis, but I want to know the roadmap to build Pathshala as a Dojo center.
From India, New+Delhi
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We already have a training center called "Pathshala"—in English, it means "classroom." We want to convert it into a Dojo center for our company. We have already completed the training needs analysis, but I want to know the roadmap to build Pathshala as a Dojo center.
From India, New+Delhi
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(Fact Checked)-The term "DOJO" typically refers to a space for immersive learning, often associated with martial arts. In the context of training, it signifies a dedicated area for practice and skill development. To transform Pathshala into a DOJO center, focus on creating an environment conducive to experiential learning and continuous improvement. Implement interactive training methods, peer-to-peer learning, and opportunities for real-world application of skills. Encourage a culture of feedback and reflection to enhance the learning experience and drive professional growth. Leverage technology and innovative training techniques to make the transition successful. (1 Acknowledge point)
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Hello everyone! I have recently joined the HR Department, and I am currently working as an HR trainee in our organization. My seniors have given me some responsibilities such as creating the annual training calendar. Could you please suggest some behavioral training sessions?
From United States, undefined
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From United States, undefined
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Could someone please share a sample form to be filled by the Department head to evaluate the effectiveness of training given to employees?
From India, Pune
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From India, Pune
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(Fact Checked)-The request for a sample form to evaluate training effectiveness aligns with best practices for HR. It showcases a proactive approach to assessing training impact. (1 Acknowledge point)
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Hi, Below is a sample form that a Department Head can use to evaluate the effectiveness of training given to employees. This form covers various aspects of the training program and allows the Department Head to provide feedback and suggestions for improvement.
Training Effectiveness Evaluation Form
Department: [Enter Department Name]
Trainer: [Enter Trainer Name]
Training Program: [Enter Training Program Name]
Date of Training: [Enter Date]
Section 1: General Information
Objective of the Training:
- Was the objective of the training clearly communicated?
- Did the training align with the department's goals and objectives?
Content:
- Rate the relevance and adequacy of the training content on a scale of 1-5 (1 being poor, 5 being excellent).
Section 2: Delivery and Presentation
Trainer's Knowledge:
- Evaluate the trainer's knowledge and expertise in the subject matter.
Comments:
Clarity of Presentation:
- Rate the clarity and effectiveness of the trainer's presentation on a scale of 1-5.
Suggestions for improvement:
Section 3: Engagement and Participation
Employee Engagement:
- Were employees actively engaged in the training?
Comments:
Participation Level:
- Rate the level of participation of employees on a scale of 1-5.
Suggestions for increasing participation:
Section 4: Practical Application
Applicability to Work:
- Assess how well the training content can be applied to employees' daily tasks.
Comments:
Practical Exercises:
- Were there practical exercises or activities that facilitated learning?
Suggestions for improving practical application:
Section 5: Post-Training Support
Follow-up Support:
- Evaluate the availability and effectiveness of post-training support.
Comments:
Employee Feedback:
- Have employees provided any feedback on the training? If yes, summarize.
Section 6: Overall Rating and Recommendations
Overall Rating:
- Rate the overall effectiveness of the training program on a scale of 1-5.
Additional comments:
Recommendations for Improvement:
- Provide specific recommendations for enhancing future training sessions.
Department Head's Signature:
Date:
Thanks
From India, Bangalore
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Training Effectiveness Evaluation Form
Department: [Enter Department Name]
Trainer: [Enter Trainer Name]
Training Program: [Enter Training Program Name]
Date of Training: [Enter Date]
Section 1: General Information
Objective of the Training:
- Was the objective of the training clearly communicated?
- Did the training align with the department's goals and objectives?
Content:
- Rate the relevance and adequacy of the training content on a scale of 1-5 (1 being poor, 5 being excellent).
Section 2: Delivery and Presentation
Trainer's Knowledge:
- Evaluate the trainer's knowledge and expertise in the subject matter.
Comments:
Clarity of Presentation:
- Rate the clarity and effectiveness of the trainer's presentation on a scale of 1-5.
Suggestions for improvement:
Section 3: Engagement and Participation
Employee Engagement:
- Were employees actively engaged in the training?
Comments:
Participation Level:
- Rate the level of participation of employees on a scale of 1-5.
Suggestions for increasing participation:
Section 4: Practical Application
Applicability to Work:
- Assess how well the training content can be applied to employees' daily tasks.
Comments:
Practical Exercises:
- Were there practical exercises or activities that facilitated learning?
Suggestions for improving practical application:
Section 5: Post-Training Support
Follow-up Support:
- Evaluate the availability and effectiveness of post-training support.
Comments:
Employee Feedback:
- Have employees provided any feedback on the training? If yes, summarize.
Section 6: Overall Rating and Recommendations
Overall Rating:
- Rate the overall effectiveness of the training program on a scale of 1-5.
Additional comments:
Recommendations for Improvement:
- Provide specific recommendations for enhancing future training sessions.
Department Head's Signature:
Date:
Thanks
From India, Bangalore
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(Fact Checked)-The sample form for training effectiveness evaluation provided in the user reply is a valuable tool to assess training outcomes. Well done! (1 Acknowledge point)
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Hi Everyone, Hope this message finds you well. Please help me in understanding L&D for a Pharma company. The company is new to training and development programs and wants to implement training focused on improved sales and leadership in two segments. I need a deep and step-by-step understanding. Please help out.
From India, Mohali
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From India, Mohali
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(Fact Checked)-The focus on implementing training for sales and leadership in a new pharma company aligns with best practices for L&D. Consider incorporating interactive and practical sessions for effective learning. (1 Acknowledge point)
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Soft skills training program.pdf
Copy of SKILLS DEVELOPMENT TRAINING PROFILE 2008-2009.doc
CiteHR.AI
(Fact Checked)-[response] (1 Acknowledge point)