TRAINING PROCESS

By Deborah Miranda XMBA 15

Training Process
Training The Philosophy of Training The purpose of training and development is to maintain and improve effectiveness and efficiency of individuals within the organization. This can only have sustained effect if it influences the actions and practices of line mangers so as to serve better both self and interest of employees. The Training Process. The following steps form the training process a) b) c) d) e) f) a) Organizational Objectives and Strategies Needs Assessment Training and Development Objectives Designing training and development program Implementation of the training programme Evaluation of the Results Organizational Objectives and Strategies:

The first step in the training process is an organization in the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we what to be in the future? Its only after answering these and other related questions that the organization must assess the strength and weakness of its human resources. b) Needs Assessment:

Needs assessment diagnoses present problems and future challenge to be met through training and development. Needs assessment occurs at two levels i.e. group level and individual level, an individual obviously needs training when his or her performance falls short or standards that is when there is performance deficiency. Inadequate in performance may be due to lack of skills or knowledge or any other problem. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Faulty selection, poor job design, improving quality of supervision, or discharge will solve the problem. Assessment of training needs must also focus on anticipated skills of an employee. Technology changes fast and new technology demands new skills. It is necessary that the employee be trained to acquire new skills. This will help him/her to progress in his or

her career path. Training and development is essential to prepare the employee to handle more challenging tasks. Individuals may also require new skills because of possible job transfers. Although job transfers are common as organizational personnel demands vary, they do not necessarily require elaborate training efforts. Employees commonly require only an orientation to new facilities and jobs. Jobs have disappeared as technology, foreign competition, and the forces of supply and demand are changing the face of our industry. Assessment of training needs occurs at the group level too. Any change in the organizations strategy necessitates training of groups of employees. c) Training and Development Objectives:

Once training needs are assessed, training and development goals must be established. Without clearly-set goals, it is not possible to design a training and development programme and after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifying and measurable. This is easy where skilled training is involved. e) Designing training and development program:

Every training and development programme must address certain vital issues 1. Who participates in the programme? 2. Who are the trainers? 3. What methods and techniques are to be used for training? 4. What should be the level of training? 5. What learning principles are needed? 6. Where is the program conducted? Who are the trainers: Trainers should be selected on the basis of self-nomination, recommendations of supervisors or by the HR department itself. Whatever is the basis, it is advisable to have two or more target audience. For example, rank-and-file employees and their supervisors or by the HR department itself. Several people, including the following may conduct training and Development programmes: 1. Immediate supervisors 2. Co-workers, as in buddy systems, 3. Members of the personnel staff, 4. Specialists in other parts of the company, 5. Outside consultants, 6. Industry associations and faculty members at universities.

A multitude of methods of training is used to train employees. Training methods are categorized into two groups (i) on the job training and (ii) off-the job methods. On the job training: refers to methods that are applied in the workplace, while the employees are actually working. Off-thejob training: are used away from workplaces. f) Implementation of the training programme:

Program implementation involves actions on the following lines: g) Deciding the location and organizing training and other facilities. Scheduling the training programme. Conducting the programme. Monitoring the progress of the trainees. Evaluation of the Results:

The last stage in the training and development process is the evaluation of the results. Since huge sums of money are spent on training and development, how far the programme has been useful must be judge/determined. Evaluation helps determine the results of the training and development programme. In the practice, however organizations either overlook or lack facilities for evaluation. The eight decision points in planning training evaluation are: 1. Should an evaluation be done? Who should evaluate? 2. What is the purpose of evaluation? 3. What will be measured? 4. How comprehensive will the evaluation be? 5. Who has the authority and responsibility? 6. What are the sources of data? 7. How will the data be collected and compiled? 8. How will the data be analyzed and reported?

These decision points are intended to increase awareness of and interest in evaluation of training, to improve planning skills and to encourage more systematic- evaluation of training. D L Kirpatricks Model According to Kirpatrick, behavior change brought about by the training function can be divided into: Change of skill Change of Knowledge Change of Attitude Skill: Change of skill may be measured by a change in production/output Knowledge: Testing the conceptual clarity on the subject matter can assess change of knowledge. Here trainer deals with concepts or principle Attitude: Attitude change is the most difficult of behavioral change. There are three ways to evaluate attitudinal changes in an individual: I) By the subjective evaluation of others about the person; II) By the individual verbalization of his or her family III) By the individuals total productivity

Another important aspect to consider when planning a training programme is the Budget Why do I need a budget? A training budget helps you: control your money to monitor your expenses and income plan in advance how much money you need to spend and how you can generate income to cover your expenses make decisions about your spending account for any funds you have received from a funding organization, and complete the necessary acquittal process.

Before you can prepare a budget you need to prepare a training plan. The training plan helps you to make a correct estimate of training expenses. Once you have developed a training plan you can follow these steps to prepare a budget . Identify Training expenses An expense is any money you spend. The following are examples of training expenses. Marketing Staff (Trainers) Transport & Travel Training material Equipment Training venue Refreshments 1. 2. 3. Calculate budgeted expenses Determine the exact quantities required for each expense item Find the unit cost for each expense item Calculate the cost for each expense item by multiplying quantity required by unit cost.

Quantity required x unit cost = total budgeted expense Identify sources of income (if any) Income is any money that you receive. Potential sources of income for a training course include: trainees fees sale of products/services sponsors donations funding organizations. Income should at least cover your expenses. Calculate budgeted profit or loss

Profit is the money you have left after you have accounted for all of your income and expenses. For a profit to be achieved total income must be more than total expenses.

In-House Training vs. Outsourcing To train in-house or to outsource is a critical strategic decision any firm must make, that is essential to configuring programs that truly support a companys business objective. The typical corporations investment in training and development grows larger each year. This is because experience shows that companies that spend more on training produce considerably more profit per employee. However, although corporate managers know that their people are the companys greatest asset, and human -capital management must take on new depth and scope to compete successfully in todays markets, its clear that training must find better ways to deliver tangible, measurable value to the organization. Some organizations will elect to revamp their in-house learning departments by themselves so that training reflects business strategies and productivity goals. But an increasing number of companies are exploring the alternative of outsourcing their training needs to specialists who can reconnect training to core business objectives at lower costs and with greater flexibility and efficiency. The outsourcing alternative has already gained stature among the nations Fortune 1000 companies and is now making its impact felt among many middle-market businesses. Major corporations are actively engaged in outsourcing training or are seriously weighing the benefits of moving some or all of their training to independent professionals. In-House training courses arent always the perfect solution for everyone. The advantages, disadvantages and considerations of In-House training are listed below: The Advantages and Benefits of In-House Training include: Training cost savings: Cost per delegate is typically lower than public scheduled courses due to the fact the firm may choose to hire an external trainer or utilize existing in-house trainers rather than set up an entire environment themselves. Therefore reasonable savings can be made. Depending on the firms training requirement, if they have more than 4 people to run in-house training courses then in-house training is a good options as this is usually the break-even point. Travel cost savings: As there is no cost involved for the travel and possible accommodation to get employees to an external training centre, this is a huge advantage of having an in-

house training center. With fuel prices so high and training centers often being in the large cities where accommodation is at its most costly, this could save a significant amount. More focused training: Running an in-house training course for a single client can generally allow the training to be a lot more focused on the specific subjects and skills that are relevant to a specific business. Public scheduled courses and e-learning will often be generic for businesses of any sector or size that attend them. Can use current work examples: Training In-House means the courses can be prepared to fix the firms individual issues using real life examples and therefore have the most effect. Delegates will be able to work on current work or examples of work which relates to their roles not a generic example. Convenience: Organizing training for a group of individuals all with their own timetables and responsibilities can be a very difficult task. However by having In-House training courses, it can make working around peoples schedules a lot easier as they are cutting out logistical issues as well as the fact any candidates can be easily reached in case something arises that needs to be addressed quickly. Team building: Having a room full of delegates from different departments and levels can encourage team work. This is a fantastic result as it is often in this social learning that the most learning is done when ideas are being bounced off each other. This will also likely lead to increased awareness and understanding of each others roles, as well as build staff morale. A friendly workplace is always a good thing! The Disadvantages and Costs of In-House Training include: Extra administration: Although there is saving of money by lessening the organization needed by the training company, the firm needs to take on this themselves. Requirements of In-House training courses could include a training room, parking for the trainer, equipment such as projectors, laptops and tablets amongst other things. These need to be sorted out and in advance to ensure the training works. Delegates stay onsite:

As much as this is a benefit, it is also a disadvantage to In-House training. The pure fact the candidates could be pulled out of the classroom in order to help with other activities suggests they probably will be. This makes it hard to actually get a candidate through an entire session without interruption. Dedication: It could be argued that by not moving the training course out the building, it might not be viewed as such a serious event by employees than if they were to be taking to an external location. It might just be seen as a break from their usual job and days may well be skipped by some if they know they are running again the next day. Again, the convenience factor means it is easier to duck in and out. Lack of innovation: If the firm is using all of their own equipment in the same environment that their staff are used to there is a danger of the training course going stale. Familiarity could mean a lack of improvement on the training that could hold them back. Networking: The staff will not meet anyone from other companies if the training course is done In-House. This is missing out on an excellent networking opportunity as well as the fact different ethos and styles brought by employees from other companies can give a different perspective to the firms employees again helping them develop. Considerations Quantity: How many employees have training requirements for is a big factor in deciding if an InHouse training course is ideal for a firm. If the firm has 4 or more employees with similar learning needs then In-House training will get the focused training, tailored to the company whilst still getting the previously mentioned financial benefits. Smaller groups than that with different learning needs and on an ad hoc basis however is better suited to public scheduled courses. Variance: Even if In-House training is the most appropriate method for one training need, one must not always disregard external training for the future. Varying an employees training between the 2 types is important as it allows them to keep up to date with common best practices as well as allowing them to network externally every so often. These are valuable benefits a firm shouldnt ignore.

Preparation: If hiring external trainers, in an in-house training center, make sure the company discusses with the trainer about the in-house training well in advance of the desired date this is a golden rule when sourcing training. This will ensure that the trainer is well aware of all of the companys needs and the current situation so that they can tailor the training course to best suit it. It also ensures the firm has the proper time to organize things with all the right equipment being ready for the day as well as employee time off organized. Training value: Ensure all of the employees understand the importance and value of the training course that has been organized. This will mean heavily discouraging any interruptions and distractions that could occur so they can fully immerse themselves in the learning. This is a major commitment any company has to make that is easier with the prior mentioned preparation. Benefits of Outsourcing training: There are five ways that outsourcing can assist a companys training efforts, making them more efficient and productive: Better Service for Employees: Including faster processing for courses of instruction, less paperwork, 24/7 service via automated voice-response and the Internet, consistent delivery of quality instruction by professionals, increased modeling, and better planning tools. Reduced Risk: Including better data security, regular data cleanup, consistent, documented administration, and lower turnover of experienced training and managerial staffs. Lower Aggregate Costs: Many companies find outsourcing to be a cost competitive alternative, particularly when compared to the recurring costs of hiring instructors, maintaining training facilities, and buying, maintaining, and upgrading information technology systems. Access to Additional Resources and Expertise: Aggregators and individual vendors of training services have access to resources and expertise far beyond the capabilities of most in-house training departments. They also offer flexibility and expertise in customizing training to an organizations unique business requirements.

Long-Term Advantages: Client companies can expect continued access to the best training technology and upgraded course materials without additional investments beyond their established fee schedules. Ultimately it is a strategic decision to be taken by e very company whether to train inhouse or outsource weighing pros and cons of both, and aligning them to the companys overall objective.