ASSESSMENT ON

TRAINING NEEDS, IT’S

PROCESS &
EVALUATION

NAME: SNEHA MARWA

CLASS: MMS-2 HR

ROLL NO: 92

SUBJECT: TRAINING & DEVELOPMENT

WHAT IS TRAINING & DEVELOPMENT?
Human resource management regards training and development as a function concerned with
organizational activity aimed at bettering the job performance of individuals and groups in
organizational settings. Training and development can be described as "an educational
process which involves the sharpening of skills, concepts, changing of attitude and gaining
more knowledge to enhance the performance of employees”. The field has gone by several
names, including "Human Resource Development", "Human Capital Development" and
"Learning and Development".

Training and development is vital part of the human resource development. It is assuming
ever important role in wake of the advancement of technology which has resulted in ever
increasing competition, rise in customer’s expectation of quality and service and a subsequent
need to lower costs. It is also become more important globally in order to prepare workers for
new jobs. In the current write up, we will focus more on the emerging need of training and
development, its implications upon individuals and the employers.
NEED FOR TRAINING & DEVELOPMENT
Training is also necessary for the individual development and progress of the employee,
which motivates him to work for a certain organisation apart from just money. We also
require training update employees of the market trends, the change in the employment
policies and other things.

The following are the two biggest factors that contribute to the increased need to training and
development in organisations:

1. Change: The word change encapsulates almost everything. It is one of the biggest
factors that contribute to the need of training and development. There is in fact a
direct relationship between the two. Change leads to the need for training and
development and training and development leads to individual and organisational
change, and the cycle goes on and on. More specifically it is the technology that is
driving the need; changing the way how businesses function, compete and deliver.

2. Development: It is again one the strong reasons for training and development
becoming all the more important. Money is not the sole motivator at work and this is
especially very true for the 21st century. People who work with organisations seek
more than just employment out of their work; they look at holistic development of
self. Spirituality and self-awareness for example are gaining momentum world over.
People seek happiness at jobs which may not be possible unless an individual is aware
of the self. At ford, for example, an individual can enrol himself / herself in a course
on ‘self-awareness’, which apparently seems inconsequential to one’s performance at
work but contributes to the spiritual well-being of an individual which is all the more
important.
WHAT IS TRAINING & ITS PROCESS
Training is a process in which the trainees get an opportunity to learn the key skills which are
required to do the job. Learning with earning is known as training. It helps the employees to
understand the complete job requirements.

Nowadays, many organizations organize a training program for the new recruits just after
their selection and induction, to let them know about the rules, policies and procedures for
directing their behavior and attitude as per the organizational needs. Training also helps the
employees to change the conduct towards their superior, subordinates and colleagues. It helps
to groom them for their prospective jobs.

Training Process
Making Sure Training is Relevant

Training is often seen as the solution to all capacity problems, even though there are
many situations where training alone cannot improve. Hence, the first priority of a
needs assessment should be conducting some initial information gathering which is
used to determine whether training is an appropriate approach; preventing
investments into trainings that will not help the organization. When training is
decided upon as the best way to develop capacity, the specification of training
needs is essential for identifying who should be trained, what the focus of the
training should be, and how to deliver the training. The trainer then uses this
information to develop a training programme that is relevant both to the individual
participants and their organizations.

An understanding of the individual and organizational constraints and capabilities

enables the trainer to devise practical steps to get the trainee from their current
state to the desired post-training state. By identifying these constraints,
capabilities, and potential enhancers and barriers to the transfer of learning in the
beginning, a training design and delivery method to maximize the effect of the
training can be better developed.

WHAT IS DEVELOPMENT?
The training for the top-level employees is considered as development, also known as
management or executive development. It is an on-going systematic procedure in which
managerial staff learns to enhance their conceptual, theoretical knowledge. It helps the
individual to bring efficiency and effectiveness in their work performances.

Development is not only limited to a particular task, but it aims to improve their personality
and attitude for their all-round growth which will help them to face future challenges. It
changes the mindset of the employees and makes them more challenging or competing.
As the technology needs updating, the manpower of the organisation also needs to be
updated, so the development is a must. Development is an educational process which is
unending, as education has no visible end. It involves training a person for higher
assignments. It digs out the talents of the managerial staff and helps in applying the new
knowledge, which is a requirement of the organisation.

Coaching, mentoring, counselling, job-rotation, role playing, case study, conference training,
special projects are some of the methods of development.

The performance of an organisation is based on the quality of its employees, and so the
greater the quality of employees, the greater will be their performance. The primary purpose
of development is that the second list of managers or executives is prepared for future
replacement.

METHODS OF TRAINING
On the Job Trainings: These methods are generally applied on the workplace while
employees are actually working. Following are the on-the-job methods.

Advantages of On-the-Job Training:

It is directly in the context of job

It is often informal

It is most effective because it is learning by experience

It is least expensive

Trainees are highly motivated

It is free from artificial classroom situations

Disadvantages of On-the-Job Training:

Trainer may not be experienced enough to train

It is not systematically organized

Poorly conducted programs may create safety hazards.

On the Job Training Methods

1. Job Rotation: In this method, usually employees are put on different jobs turn by turn
where they learn all sorts of jobs of various departments. The objective is to give a
comprehensive awareness about the jobs of different departments. Advantage –
employee gets to know how his own and other departments also function.
 Interdepartmental coordination can be improved, instills team spirit. Disadvantage – It
may become too much for an employee to learn. It is not focused on employee’s own
job responsibilities. Employees basic talents may remain underutilized.

2. Job Coaching: An experienced employee can give a verbal presentation to explain the
nitty-gritties of the job.
3. Job Instruction: It may consist an instruction or directions to perform a particular
task or a function. It may be in the form of orders or steps to perform a task.
4. Apprenticeships: Generally fresh graduates are put under the experienced employee
to learn the functions of job.
5. Internships and Assistantships: An intern or an assistant are recruited to perform a
specific time-bound jobs or projects during their education. It may consist a part of
their educational courses

Off the Job Trainings: These are used away from work places while employees are not
working like classroom trainings, seminars etc. Following are the off-the-job methods;

Advantages of Off-the-Job Training:

Trainers are usually experienced enough to train

It is systematically organized

Efficiently created programs may add lot of value

Disadvantages of Off-the-Job Training:

It is not directly in the context of job

It is often formal

It is not based on experience

It is least expensive

Trainees may not be highly motivated. It is more artificial in nature

Off the Job Training Methods

1. Classroom Lectures: It is a verbal lecture presentation by an instructor to a large

audience. Advantage – It can be used for large groups. Cost per trainee is low.
Disadvantages – Low popularity. It is not learning by practice. It is One-way
communication. No authentic feedback mechanism. Likely to boredom.
2. Audio-Visual: It can be done using Films, Televisions, Video, and Presentations etc.
Advantages – Wide range of realistic examples, quality control possible,
Disadvantages – One-way communication, No feedback mechanism. No flexibility
for different audience.
3. Simulation: creating a real-life situation for decision-making and understanding the
actual job conditions give it. Following are some of the simulation methods of
trainings
4. Case Studies: It is a written description of an actual situation and trainer is supposed
to analyze and give his conclusions in writing. The cases are generally based on actual
organizational situations. It is an ideal method to promote decision-making abilities
within the constraints of limited data. Role Plays: Here trainees assume the part of the
specific personalities in a case study and enact it in front of the audience. It is more
emotional orientation and improves interpersonal relationships. Attitudinal change is
another result. These are generally used in MDP.
5. Sensitivity Trainings: This is more from the point of view of behavioral assessment,
under different circumstances how an individual will behave himself and towards
others. There is no preplanned agenda and it is instant. Advantages – increased ability
to empathize, listening skills, openness, tolerance, and conflict resolution skills.
Disadvantage – Participants may resort to their old habits after the training.
6. Programmed Instructions: Provided in the form of blocks either in book or a
teaching machine using questions and Feedbacks without the intervention of trainer.
Advantages – Self paced, trainees can progress at their own speed, strong motivation
for repeat learning, material is structured and self-contained. Disadvantages – Scope
for learning is less; cost of books, manuals or machinery is expensive.
7. Computer Aided Instructions: It is extension of PI method, by using computers.
Advantages – Provides accountabilities, modifiable to technological innovations,
flexible to time. Disadvantages – High cost
 KEY DIFFERENCES BETWEEN TRAINING &
DEVELOPMENT

The major differences between training and development are as under:

1. Training is a learning process for new employees in which they get to know about the key
skills required for the job. Development is the training process for the existing employees for
their all-round development.
2. Training is a short-term process i.e. 3 to 6 months, but development is a continuous process,
and so it is for the long term.
3. Training focuses on developing skill and knowledge for the current job. Unlike, the
development which focuses on the building knowledge, understanding and competencies for
overcoming with future challenges.
4. Training has a limited scope; it is specific job oriented. On the other hand, development is
career oriented and hence its scope is comparatively wider than training.
5. In training, the trainees get a trainer who instructs them at the time of training. In contrast to
development, in which the manager self-directs himself for the future assignments.
6. Many individuals collectively attend the training program. Development is a self-assessment
procedure, and hence, one person himself is responsible for one’s development.

WHAT IS TRAINING NEED ASSESSMENT?

An assessment process that serves as a diagnostic tool for determining what training needs to
take place. This survey gathers data to determine what training needs to be developed to help
individuals and the organization accomplish their goals and objectives. This is an assessment
that looks at employee and organizational knowledges, skills, and abilities, to identify any
gaps or areas of need. Once the training needs are identified, then you need to
determine/develop objectives to be accomplished by the training. These objectives will form
criteria for measures of success and utility.

This analysis can be performed by managers who are able to observe their staff and make
recommendations for training based on performance issues or gaps between performance and
objectives. This analysis can also be performed on an organization-wide level by Training
and Development managers who survey the organization to identify needs.

FACTORS THAT MAY LEAD TO TRAINING NEEDS

 Re-organization processes
 Business Process Re-engineering
 Process Improvements
 Reductions in Force
 Layoffs/Transfers/New Hires
 Staffing Changes/Promotions
 Re-locations
 New equipment/Technology
 Performance/Safety Issues
 Problems in Production/Safety
 New Systems/Procedures
 Changes in Laws/Regulations
 Succession Planning
 Career Paths/Growth
WHY CONDUCT TRAINING NEED ASSESSMENT?

A needs assessment/survey helps an organization achieve its goals. It reduces gaps

between employee skills and the skills required by the job and department. The training
needs assessment survey can also form the basis (benchmark) for determining
effectiveness of the training administered. You can re-administer the training needs survey
after the training was performed to see if there was an increase in performance/skills as
measured by the survey.

HOW DO YOU DETERMINE WHERE TRAINING IS

NEEDED?

 Needs Assessment Questionnaire

 Needs Analysis
 Employee Interviews
 Employee Opinion/Climate Surveys
 Exit Interviews
 Employee Grievances/Complaints
 Customer Returns/Calls
 Accidents & Scrap
 New Equipment / Software
 Changes in Procedures
 Re-organization
 Job Re-design
 Performance Appraisal Results
 Promotions & Terminations
 Observations
 Assessment Centers
 Employment/Skills Tests
 Focus Groups
PROCESS OF TRAINING NEED ASSESSMENT

Step 1: Set Specific Training Goals and Objectives

You must know what you expect from the training program.

What are the desired business outcomes? Did our training work?

These questions need to be answered before you begin with the Training need analysis:

Business outcomes specific to either individuals, departments to the overall organization can
then be expected from the training conducted.

The Training Needs Analysis process should target these goals and outcomes.

Step 2: Define the Target Group for training and their Desired Competencies

Based on the desired business outcomes, now you should clearly define the target group for
taking the training. Ensure that you involve your employees in this process.

Get to know what they think and what you are trying to achieve with your training program.

Map expected business outcomes with the desired competencies of your target population.
Step 3: Conduct Online Assessments and evaluate desired competencies

An online skill assessment can help you evaluate desired competencies.

In fact, a 360-degree feedback can also help you evaluate your employees’ performance and
areas of improvement.

You should be then able to study data from results of these assessments to determine
trainable competencies you want to include as part of the training program.

Step 4: Determine the Trainable competencies of the Target Group

If you realize that a particular competency will not be impacted by training, then it does not
make sense to conduct the training.

For instance, a customer facing role may require people who are inclined towards interacting
with others. Trying to instill this behavior in employees who are usually introverts will certainly
not help.

Determine which competencies can be improved with training

Step 5: Conduct a Gap Analysis

Now it’s time for you to analyze how many employees require improvement in the trainable
competencies.

For this, you need to first identify and set standards for employee performance and analyze
how many do not meet these standards.

Those who do not meet the standards can be considered to be in need of training.
Step 6: Evaluate an appropriate Training method

There might be many methods of training that you can choose from:

Some common methods include:

 Classroom training
 Online learning
 On the job training
 Mentoring and coaching
 Blended Learning
 Conferences or University Programs

While choosing an appropriate option, you need to make sure that the training also allows to
‘learn by doing’. This prepares the employee to retain the learning and apply it on the job.

Step 7: Decide the Training Delivery options

This is a very critical step that involves your workforce composition and setting training
budgets.

You can also select the appropriate combination, whether you prefer e-learning, classroom
training or a blend of both.

This is also where you set the training schedule as well as the options and resources to deliver
it.

Step 8: Compare the Cost v/s the Expected Benefits of conducting the training

Do the benefits of the training conducted offset the costs incurred for the same?

Even though you may be very tight on budget, here are some costs that you should consider.

 Trainers compensation and delivery cost

 Travel and logistics costs
 Time lost on attending training
 Content development costs
 Training evaluation and reporting efforts
During this stage, try to find a balance between the most appropriate and the most cost effective
training method. Ideally your chosen method will achieve your desired results and give you a
return on your investment.

Step 9: Evaluation of the Proposed Training

After conducting the training, you should definitely know whether the training worked. In fact
the Training can be deemed effective only if it can be successfully used on the job.

You can evaluate the efficacy of your training program by asking questions:

 Did the training result in achieving desired business objectives?

 What is the proportion of change in expected job performance of the trained employees?
 Did the training lead to a positive return on investment? What is the ROI?
 Has the training let to improved competencies of the target trainee audience?

These and many such questions that measure the training impact versus expected outcomes can
be asked to evaluate training.

Step 10: Implement your Training need assessment plan

After you have carefully evaluated your training needs, it is now time to put your plan to action.

Create a thorough report that involves the objectives, methodology, findings, recommendations
and further steps to carry out the training.

You can then use this report to implement our Training need assessment plan to the ‘T’.
ASSESSMENT METHODS: ADVANTAGES &
DISADVANTAGES

1. Survey Questionnaires:

Web based or printed questionnaires distributed to employees for completion.

Construction of surveys to include multiple/fixed choice questions and free/open-ended
questions for text responses.

Advantages

 Survey a large number of employees at the same time.

 Do not require a lot of time.
 Enable honest and open feedback.
 Gathers quantitative and qualitative data easily.

Disadvantages

 May be difficult to design questionnaires to allow for follow-up or more elaborate

responses.
 Might not identify the specific causes behind employee actions/behaviors.

2. Personal Interviews

Conducted by a trained "interviewer" who follows an interview outline (or set of questions)
to be asked during the interview.

Advantages

 More flexible in the ability to ask various questions.

 Able to immediately follow-up on items mentioned in the interview.
 Is not limited in scope or limited to only a certain set of questions.
Disadvantages

 Time consuming. Especially if only one individual is interviewed at a time.

 Requires the interviewer to document conversations in detail. Any details not documented
are lost or need to be gathered through subsequent interviews.

3. Personal Observations

An observation of the employee at work. May be structured (i.e., the employee performs
specific tasks) or unstructured (i.e., the observer tries to document the employees work
without influencing what the employee does).

Advantages

 May reduce the amount of interruption of the employee's work.

 May be more realistic--observations are made of the employee actually at work.

Disadvantages

 Requires a trained observer.

 Requires the observer to document the work in detail. Any details not documented are lost
or need to be gathered through subsequent observations.

CONCLUSION

Training is not a panacea. Yet training is frequently treated like the kitchen drawer that
accumulates all of the miscellaneous items that no one wants to take the time to sort through
and put away properly. There seems to be the notion that, when in doubt, schedule a training
session.

However, there are many things wrong with this approach to training. It is important to take
the time to investigate the reason for the training request. If we don’t, we run the risk of
training the wrong people in the wrong content at the wrong time. This is not only a waste of
time, energy and money for us and for others, it also guarantees that training in general and
training professionals in specific will be considered irrelevant and unimportant.

A training needs assessment is the only way to verify and validate the need, focus, scope and
target group for a training program.

Training needs assessments can be proactive or reactive. In both cases, the goal of the
training needs assessment is to identify performance issues that can be remedied through the
introduction, practice, or reinforcement of specific and measurable knowledge and/or skill
sets.

Proactive training needs assessments initiate a strategic review of future organizational needs
that will require new capabilities and competencies. These assessments tend to be more
formal and systematized in order to determine the full spectrum of possible training needs
throughout the organization. They may involve assessment strategies that are time consuming
and require specialized expertise, such as on-line surveys, focus groups, and knowledge tests.

Reactive training needs assessments respond to requests to train pre-identified employees in

specific content. These assessments tend to be more informal in order to get a better idea of
the reason for the training request and what the training is intended to achieve. They typically
involve assessment strategies that are relatively quick and require basic skills to conduct one-
on-one interviews with supervisors and/or employees, or review performance data.

Regardless of whether or not the training needs assessment is proactive or

reactive, it should determine that:

There is a verified performance issue that can be remedied through training.

Does the performance issue involve skills that can be taught? If so, then training is the
answer. If the issue involves notification of new or changed policy, then a memo or a brief
meeting may be the better recourse. If the issue is individual employee performance, then
performance management will be the best approach.

This issue is important enough that it needs to be addressed.

How critical will the consequences be to the organization if the training does not occur? The
relative importance of addressing this performance issue needs to be considered. Most
organizations will have many different training needs, so some prioritization has to occur

The appropriate target audience has been identified.

What is the root cause of the performance issue and who is ultimately responsible? If
employees are not performing satisfactorily, the typical assumption is that they lack certain
knowledge or skills that can be taught. This may not be the case. Instead, their poor
performance may actually be due to a lack of delegation, communication or planning skills of
their supervisors or managers. In this event, the appropriate target audience would be the
supervisors or managers, not the employees.

The appropriate training content has been identified.

What knowledge, skills and/or behavior need to be learned? Once the root cause of the
performance issue has been located and the correct target audience has been identified, the
training content can then be specified. The content will be based on the knowledge and skills
gap between current and desired performance.

The desired training results are realistic.

Can the desired learning be accomplished within the allotted time frame? Expectations
regarding the outcome of a training program may need to be managed. Training can only
build skills incrementally. If there is a major skills gap that needs to be addressed, then this
may require more than one training session.

The training approach is cost-effective.

What is the most cost-effective way to build the necessary skills? It is reasonable and cost
effective to schedule a training program if new skills need to be developed or existing skills
need to be refreshed and updated for a number of employees. However, scheduling an entire
training program to address isolated individual performance issues is neither appropriate nor
cost-effective. It may make more sense to send the individual employee to a public workshop,
provide on-the-job training and coaching, or use an e-learning solution.

The training schedule is compatible with work schedules.

What are the limitations imposed by the target group’s work schedules? If the target group
works different shifts, that will need to be considered when scheduling the training program.
Also, there may be times of the week or the season when work responsibilities prohibit
attendance at a training program.

Take the time to investigate training requests. Training needs assessments will help you avoid
wasting yours and others’ time and money, impugning training as a viable performance
support, and harming your credibility as a training professional.