Evaluation of Training in HRM - Essay Example

?Human Resource Questions Question Training evaluation has been recognized as a major challenge for organizations (Twitchell et al, 2000). Critically discuss this statement with reference to the importance of evaluation and some of the issues surrounding undertaking that evaluation. Evaluation of training is a serious issue for many organizations around the world. The aim is to meet the aspirations of the employees by understanding what modules they wish to be trained upon and how their strengths must be beefed up. This is required so that the training is concise and to the point, without any aspect of wastage coming into the related equations. Evaluation of training requires persistence, adherence towards industry’s best practices and compliance to follow the details. When such measures are undertaken, training will be imparted in a corrective fashion, where the objective will be to mentor rather than merely passing time. Hence the objective of training evaluation is to draw parallel with how things shall be constructed and where anomalies can be resolved in a quantifiable manner. The critique of training is established by understanding that the organizational strategy requires a proper cover towards measures and steps which shall go a long way in developing how matters will be taken care of within the business concerns. It is the responsibility of the management and management alone has to be accountable to all other departments within the realms of a business (Sims, 1998). This training should be comprehensive and must cover areas which are deemed as inappropriate today but might be taken as significant in the future. Training can be evaluated by making use of different questionnaires and testimonials from people who would require training for improving their professional settings. Questions could be asked of them to solicit their replies so that training can be adjudged as being fairly significant from one context or the other (Brewster and Pickard, 1994). The need is to learn where training is making headway and how it is on the weaker side. Actions are taken to address the latter points at the earliest. The return on expected outcomes is fairly simple to estimate. If the training modules cannot bring any significant change, then there are ought to be several problems that one might find with training. However, if the training is comprehensive, then the expectations that people have of it are fulfilled. When training is being undertaken to achieve sound results, the key performance indicators or KPIs for short are realized easily. However, when the training regimes have some weaknesses or grey areas within them, then it becomes a Herculean task to resolve the difficulties which stand in the way of achieving these KPIs. If the business has invested a great amount on training alone, it must make sure that this return on its investment comes with the passage of time. A training undertaking which goes wrong would not suffice as far as investment viability issues are concerned. Hence it is always a good idea to have a very realistic figure of the return on investment as far as training within an organization is concerned (Schuler, 2004). As Bramley, 1996 suggests, the actual criteria for training evaluation should always be built upon the activities of training right from the very beginning. This would mean that the initial phase of training will be able to draw results; otherwise it would not be seen as a feasible option. Sadler – Smith et al (1999) raise another important consideration with regards to training. This research points out that training evaluation is for the larger part made use of within feedback towards individuals as well as to inform and educate the process of training and slightly lesser for the return on investment as discussed earlier. This could have a completely different scenario than what was delved upon in the above paragraphs. After all, return on investment has always been a much imperative disposition on the part of the training regimes which have been enacted with the passage of time. According to Kirkpatrick Model (1959), the four levels of training evaluation are classified as reaction level, learning level, behavior level and results. The reaction level links the liking or feelings for a programme. It has a better and quick feedback mechanism which is cost effective and is quite instantaneous. It evaluates courses and not the learning that has been done as well as the quality of tutors which have been imparting learning. The learning level makes sure that the learning objectives are met adequately well (Kraiger, 2002). The behavior level delves deep upon the kind of behavior changes within people as per their job domains while the results discuss the impact of training towards job performance quarters. It may be noted here that much attention is focused at the reaction level in terms of evaluation of training because the other three levels have difficulties and time constraints in measuring the remaining levels. With regards to Easterby – Smith (1994), there are 4 main strands for training evaluation which comprise of proving, controlling, improving and reinforcing. The training mechanisms discuss these four strands as per the normal processes because proving and controlling highlight how training should be handled while improving looks to refurbish it while reinforcing is bringing the entire training process into full effect once again. The CIPD approach (2007) depicts the four main methodologies towards measuring and reporting on value. These were identified as the “values of learning” where emphasis was put on relevance, alignment and measurement with respect to the learning function efficiency, the key performance indicators (KPIs), benchmark measures, the return on investment undertakings, the return on expectation count and so on. The key themes discussed here highlight how the gap between organizational strategy and its eventual goals needs to be plugged. It also pinpoints where training has been a source of inspiration for both the employees and the organizational top heads and where it has fallen flatly in the face of opposing viewpoints. The literature made available above has actually discerned the exact basis through which training can be evaluated within mainstream organizational quarters and how its basis can be further bolstered by inputs from all concerned (Miller, 1994). Feedback then again remains a quintessential factor which can literally make or break the discussion at hand. As for the future, interesting observations can be drawn which shall evaluate the basis of training modules within organizational tenets as well as find the much needed details regarding its correct imparting. Question 2 With reference to an organization you are familiar with please critically discuss the impact of technology on HRM in modern organization. Your answer should include analysis of the nature of the changes and the impact of these changes. The organization under consideration is a sports marketing business by the name of Nike that aims to serve diverse markets globally. It is a business concern which deals with shipping products across the world through its containers. The mass shipping means that the organization is always ready to pack things and send them off to different nations. The objectives of the study are to find out how technology has posed as a major point of advantage for the HRM domains and how the changing business scenarios at Nike have profited HRM in one form or the other (Cozzetto, 1997). Many processes and activities have become automated within Nike’s HRM which suggests for more and more usage of technology to bolster the ranks of HRM not only within this business but also similar industrial players like Adidas, Reebok, Slazenger and so on. It will benefit Nike as well as its employees in the long run. At Nike, technology has allowed the employees to feel equipped with their settings, so much so that the HRM process has become quite an automated one for them. The employees can now log on to a portal from where they can check just about everything that concerns them. It is a good way of finding out how many holidays they have at a given time, the number of leisure hours they can spend in the name of recreation and socializing when free at work, the total quantity of work that they have to do so that they can earn a bonus and so on. Also the payroll process at Nike has become far easier with the advent of the automated HRM which is somewhat of a technological adaptation that has come about with the passage of time. In essence, the concept of a self service HR has emanated in its truest spirit because employees at Nike can now heave a sigh of relief once they know for certain that all their activities, work undertakings and processes are being documented at all times. At Nike, the role of technology within such an HRM scenario is all the more enticing to understand as it has provided for better means to get used to work and beyond what concerns work for the sake of an employee. Nike’s technological manifestations have aided HRM immensely since online applications are being filled in by the prospective employees and they are able to find out whether they get short listed or not. On the other end, the HRM gains an insight into who to hire and who not to recruit in an online fashion. It allows one touch process for determining the exact individuals who would be needed for the sake of Nike (Meiksins, 1996). This is a positive aspect that has come about with the advent of technology at Nike and more so for the realms of HRM. When the systems are automated at Nike, the department heads get to know who is being hired for which position and how the whole process has unfolded. Also the prospective applicant’s related experience, his qualifications and the perks and privileges which he will be acquiring at the new job at Nike are detailed within the automated system, introduced in hand with the assistance of technological folds for the sake of HRM. Similarly, many communication mechanisms in the wake of different advertisements can be put out by the HRM to seek new employees globally, to suggest for positions that have to be replaced by certain other personnel and tender notices for acquiring specific sport apparels, racquets, tennis balls, clothing equipment and so on in an easy and automated fashion once technology is implemented. Technology has largely aided Nike’s workplace attitudes ever since it became a central figure within it. Now the workplace domains at Nike cannot imagine an environment without the use of computers. The times have changed and that too for quite a number of significant reasons. It is indeed the need of the hour and technology has given on its promise to bring more and more automation within the related spheres of the organizations (Goh, 2006). Also the employees at Nike have become wired with one another as they can now communicate not only with the people who are in far-off office locations around the globe, like China, India and United States, but also the ones who are sitting right besides them through a virtual telephony device. This has added towards more automation which is essentially a hallmark of Nike’s technology and has been as such ever since Nike came into being. One can expect similar endeavors on the part of technology as it continues to facilitate the work methodologies and develop how people spend their professional lives on a day to day basis. Nike has a versatile technological atmosphere existent within its relevant fore since it wants its employees to be on top of their game, at all times (Newhagen, 2004). This has meant that the usage of technology is handled in an automated way, with more emphasis on getting the routine tasks done automatically rather than wasting immense amount of time on them. The usage of computers is important at Nike because the stakeholders, customers and the internal publics must be satisfied through its undertakings and actions at all times. Hence an all-out understanding of how technology has shaped up Nike in reaching out to its far flung customers and local offices around the world puts technology under consideration for all the right reasons. The key themes discussed here relate with how HRM is being seen as a major area where technology has been able to make its mark. This has called for a better understanding of how things should be addressed and made way for in this day and age. The modern day organization under the aegis of Nike has relied heavily on the use of technology, so much so that many employees have been let off their jobs as the cost factor has come down drastically with their keeping on the payroll (Halachmi, 1992). Also it has allowed Nike to keep a better track of many activities and undertakings which was not the case in the yesteryears. The automated undertakings at Nike have helped it more than ever. The future holds strong for Nike if such measures are further worked upon to allow it to grow and develop over the years. Question 3 In the “Managing Diversity Fact sheet – October 2012,” the CIPD proposes that there are 3 main strands of the business case for diversity in the workplace which include people issues, market competitiveness, and corporate reputation. With additional reference to the legislation in this area evaluate the business case for equality and diversity in the workplace. The business case for diversity within a workplace setting depends on the issues that engulf the people, the market competitiveness and lastly, the corporate reputation. These 3 main strands of business case for diversity essentially tackle quite a few aspects which surround how the business shall run within the long term. The aim is to comprehend where diversity is able to make its mark and how this does is an important yardstick for measuring the effectiveness of a business. Also other pointers that are equally imperative surround the basis of equality – which is the oneness and balancing off of individuals who work within these organizations, on a proactive and consistent level. Hence the workplace understandings are derived from how things shape up with research done from a number of angles and perspectives. An open and inclusive workplace culture brings in optimism amongst the employees that they will be treated with respect at all times. It makes them feel worthy of who they are and where they belong from. Their value gets increased not only within their own eyes but also within the perspectives of others, with whom they work. It is important that people feel valued for their work manifestations since self-esteem is a major pre-requisite for attaining satisfaction and more so under work regimes. The employees always appreciate those employers and top management concerns which have a knack of valuing the employees and where the general atmosphere is of pragmatism and openness. Hence an open and inclusive culture will put the foundation for achieving new and novel things at the workplace – all of which remain fundamentally bound on to the fact that the employees will grow and develop over a period of time. A quintessential strand of business case for diversity within an organization exists in the form of market competitiveness. This facilitates the organization in knowing how it can compete on a global level, along with other players from the same industry. It would also call for new market opportunities, improving market share as well as broadening the customer base for this organization (Zachary, 2003). The need is to comprehend where the organization can grow and develop and how this happens leave an indelible impression on the minds of the movers and shakers of the business. When a market is competing rigorously, then the businesses within it experience upheaval within their ranks and quality becomes supreme, as far as its products and services are concerned. Diversity within an organization allows it to see things through and compete directly with all types of rivals – be them from the potential line of businesses or existing ones. The need is to analyze where a business has been drawn up against the market under which it exists. In order for a business to be deemed as a respectful one, it is mandatory that it has a corporate reputation of its own. The reputation depends on its past activities and undertakings as well as its willingness to reach out to its intended target markets (Cox, 1994). Also the work that has already been done on its part, its employees and stakeholders, and a general air of optimism suggests whether or not corporate reputation is positively driven or the lack of such nuances would mean otherwise. It is a fact that healthy businesses come about within healthy societies where the needs of the people, its different communities and businesses are related with one another. If a business faces social exclusion and people do not relate with it in one way or the other, then it is a given that the corporate reputation of the business has been hit and much needs to be done to make amends. The legal framework and key components of the equality act-protected has a number of characteristics, prohibited behaviors and distinctive forms of discrimination. The need is to understand how these elements must be deciphered so as to have a positive perspective of the equality act-protection. The most pressing aspects revolve around how employees are covered by their own organizations in terms of acts and procedures which are already in place (Miller, 1994). Also how the HRM treats these matters with utmost significance remains another point that needs to be delved deep upon within the relevant scheme of things. The legality of these aspects is always given the significance and more so within the changing dynamics of present times where more and more employees are getting up for their rights. The difficulties faced by management concerns in the realms of achieving diversity are not unknown to anyone. Especially the top management is always feeling the pinch because they know that if they do not hire individuals hailing from diverse backgrounds, the industry will take a jibe at them, for all the wrong reasons. The successful management of diversity would mean that the employees will always value their work manifestations no matter how tough it becomes at the end of the day. Also these difficulties come about because the cultural differences and distinctions are never approved by the majority within a business setting (Foulkes, 1995). If the top management knows how to handle such queries, it can have an environment where people are recruited based on their distinctive cultural tenets. Workplace diversity is therefore a much sought after proposition and should be given the emphasis that it richly deserves in entirety. It is important to understand that managing diversity does not come about as an easy going process. It has to be understood to achieve dire results which are in the betterment of all and sundry. The three main facets of managing diversity come about when people issues are taken care of, when market is competitive and when corporate reputation is at an all-time high. These features help the business to grow and develop beyond an expected count (Kossek and Lobel, 1996). As far as the future is concerned, immense significance is paid towards the fact that things will even out if diversity realms are managed without much emphasis on a singular culture or nation. Bibliography Training Brewster, C. & Pickard, J. (1994). Evaluating Expatriate Training. International Studies of Management & Organization, Vol. 24 Kraiger, K. (2002). Creating, Implementing, and Managing Effective Training and Development: State-Of-The-Art Lessons for Practice. Jossey-Bass Miller, E. (1994). Diversity and Its Management: Training Managers for Cultural Competence within the Organization. Management Quarterly, Vol. 35 Schuler, R. (2004). International Human Resource Management: Policies & Practices for the Global Enterprise. Routledge Sims, R. (1998). Reinventing Training and Development. Quorum Books Technology Cozzetto, Don A. (1997). Privacy and the Workplace: Technology and Public Employment. Public Personnel Management, Vol. 26 Goh, Tiong. (2006). 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Diversity and Its Management: Training Managers for Cultural Competence within the Organization. Management Quarterly, Vol. 35 Zachary, G. (2003). The Diversity Advantage: Multicultural Identity in the New World Economy. Colorado. Read More