How Do We Evaluate Training - Dissertation Example

How Do We Evaluate Training? Question one: How can we determine the training need of the organization & how do we evaluate training? Answer: Workforce performance is a critical factor that influences the potential of an organization to achieve its objectives. Successful organizations ensure that they maintain an environment which taps the full potential of its workforce. Organizations also ensure that they align their staff management objectives with the organizations objectives. Thus organizations who wants to operate effectively and stay ahead of competitors, give proper training to its workforce. Now training is an important activity. Training is undertaken to ensure employees at all levels have the necessary skills and competencies to carry out their roles quite effectively. It also ensures that the organizations achieve their objectives through its employees. Identifications of organizations’ training needs involve a series of steps. A graphical representation of those steps is illustrated below: Organization’s vision, mission, and key Performance indicators (corporate plan) Identification of competencies required for Program delivery (current and future) Identification of current competence of staff Identification of competency gap Plan for bridging competency gap (workforce Management plan) Organization’s training needs The detailed discussion of the various stages of identification of organization’s need for training is given below: Organization’s vision, mission, and key indicators of performance: this is the first step in the process of identification of organization’s need for training. The organization’s vision, mission and key performance indicators are determined and various plans are made in order to meet these objectives. As training process is closely linked with the business planning process, the performances of staffs are very crucial for any organizational performance. The vision and mission of a company determines what the company wants to achieve in future through its employees and training is given to the employees in accordance with the vision and mission of organizations (company mission, page 3). Identification of competencies required for program delivery (current and future): this is the second step in the process of identification of organization’s need for training. An organization must have access to required competencies to deliver to the program quite effectively and successfully. And training is given in only after identifying the competencies required for program delivery. Here an analysis is done on to find out the competencies which the company wants currently and also of what it would need in future. These set standards against which an organization’s performance is being measured (Competency Mapping, par 2.). Identification of current competence of staff: this is the third step in the process of identification of organization’s need for training. After determining the competencies required in meeting objectives of an organization, the organization then determines the competencies that exist in its workforce. Identification of current competence of staff can be done either by analyzing the current staff performance or through mapping their current levels of skills. The current performance level of staff can be accessed through a process of performance review. In order to manage the workforce quite effectively it is very necessary to monitor their competencies regularly. Identification of competency gap: this is the fourth stage in the process of identification of organization’s need for training. Once the competencies of the workforce are determined, it is measured against the competencies which are required by the organization. If the competencies of the workforce lag behind of what is required by the organization, there exists a competencies gap. And training should be designed in such a way that it bridges this gap. Plan for bridging competencies gap (workforce management plan): after identifying the competency gap, the organization identifies the ways in which it can obtain the desired level of competencies from its workforce. It is achieving sustained growth by development and training of workforce. Another name of planning for bridging competencies gap is workforce management plan (workforce planning- planning for performance, slide: 2). Organization’s training needs: this is the last stage in the process of identification of organization’s need for training. In order for training need to be effective, it has to be based on the needs of both the organization as well as its workforce. From the above stages an organization can assess to the gap in the competencies and create a suitable training program for its workforce (how to understand your organization’s training needs, page 6). Now once the training needs are identified and training is given, the evaluation of training is done. Evaluation of training means measuring the effectiveness of training program. Evaluation of a training program is very much required because it helps in demonstrating the benefits that have accrued from the money spent on training activities, and it enables the organization to gather information about the performances of their workforce and divert their resources to areas which will yield in the best possible return on investments to them. The evaluation of a training program can be done in four ways: Evaluation by reactions Evaluation by learning Evaluation by transfer Evaluation by results (Kirkpatrick's Four Levels of Evaluation, par. 1,2,3,4,5,6). The detailed discussions are given below: Evaluations by reactions: reactions evaluations illustrates about how the workforce responded in the training period. It is often measured by using smile sheets where the trainees are asked to evaluate the training after completion of a project. It captures the immediate response of the trainees about training. Though this is not an accurate measure of effectiveness, it can certainly filter the bad training from the good ones. Evaluations by learning: here the evaluation moves beyond the learner satisfaction to assess the learning that has happened due to training. Here the learning is measured in terms of acquisition of required skills and competencies. This is measured by the means of tests at the completion of training. Evaluations by transfer: this kind of evaluation is critical because it measures the transfer of learning or application of it at the workplace. This kind of evaluation is done after some months of training to check the whether or not they are applying this learning to the actual workplace. This is often measured using a survey or an interview of workforce and the management. This is the most difficult and important type of evaluation. Evaluations by results: though evaluating results and effectiveness is the most desired, it is usually most difficult to accomplish. Evaluation at this level is done to measure the success of the training program in terms of results. It involves evaluation of key performance measures, like increased output from the workforce, increased production, higher return on investments etc. Human capital is the most important asset of a business organization. Competencies of an organization depend upon how competent their workforces are. Therefore it is very essential to have an effective workforce management system and training constitutes the major part of it. Now training also needs to be evaluated so as to find how effective it was. But there is no fixed approach for the evaluation of training programs. To properly evaluate training one needs to think about the purposes of the training, purpose of evaluation and choose the appropriate methods accordingly. Evaluation in turn enables the organization to gather information about the performances of their workforce and divert their resources in areas where it will yield in the best possible returns on investments to them (Using evaluation in training and development, page 29 ). Question Two: What is the Organizational system for careers? & how do you plan your career? Answer: A career planning is a crucial phase of human resource development because career planning provides employees to make strategy for work life balance. Career planning is a process of aligning individual needs with organizational needs. The career planning needs to begin early in an organization just after the selection process. The success of any organizations depends upon the competencies of its human resources. The quality of the workforces depend determines the growth and survival of an organization. Career planning is important as it determines the success or failure of an organization. Though career planning is primarily the responsibility of the individual workforces, but the organization also takes an active interest in it. From the organization’s point of view, it involves a deliberate attempt to maximize an employee’s potential contribution towards the organization. The human resource plans of the organization indicate its future employment needs and the related career opportunities. And proper career planning enables the organization to develop the employees so that when time comes; there will be adequate supply of the right types of skills and abilities needed to enable the organization to achieve its objectives. A graphical representation of the organizational system of careers is given below: CAREER PLANNING ORGANIZATION’S NEEDS INDIVIDUAL’S NEEDS Strategic Operational personal professional Current & Future Employee turnover tenure career stage Competencies Absenteeism family issues education and Market changes Talent Management mobility training Joint ventures Productivity spouse’s job promotions Innovations Quality other interests aspirations Growth Outsourcing performance Restructuring potential MATCHING Figure showing: Matching of career needs of organization and individual. Career planning and development is about integrating the learning of relevant competencies with the processes of the career development for individuals and the formulation and implementation of new organizational strategies and policies. Thus it is the ongoing acquisition or refinement of skills and knowledge, including job mastery and professional development, coupled with career planning activities which will make an individual more competent. Career planning and development involves self-knowledge, knowledge of the organization and establishment of clear cut goals and steps to attain these goals. They help in developing skills and competencies of employees for initiating, expanding and managing an organization effectively with focus on real life business situations and business practices. To develop and create a pool of talented people who will successfully execute the business strategies of the organization proper care should be taken in the stages of career planning and development. Competition is rising everywhere, and it is coupled with economic changes like acquisition, divestment, down sizing etc which is taking out the permanency from the jobs. And in order to deal with this reality, the organization focuses and supports the individuals in planning their careers. Also planning and development of careers of workforces would mean positive outcomes for the company in terms of higher levels of commitment from their side (improving employee performance through appraisals and coaching, page 25, 26). Rising competition, challenges and economic changes are making the job markets extremely unpredictable. Competitions and challenges are part of today’s world, so proper planning is very essential for the achievement of goals. And in such an environment it is ultimately the responsibility of individual to plan one’s career. An organization can at best support an individual’s career aspirations if it falls in line with its business goals. From the above figure, it is very evident that both the organization as well as the individuals has their own needs, desires, and aspirations for career planning and development. In order to derive maximum satisfaction for both parties these needs have to be matched properly. Career planning and management thus is primarily an individual responsibility. Career planning requires a conscious effort on the part of the workforces. Career planning is hard work. Each individual must identify one’s knowledge, skills and abilities. One must continuously seek for information about career options in order to set goals and develop career plans. Career planning is the process of setting realistic career goals and creatively develops activities to achieve them. It is a personal process which encompasses three criteria namely broad life planning, developmental planning and performance planning. The process of career management and planning by an individual involves the following steps: GOAL SETTING ACTION PLANNING MAKING THE MOST FROM THE JOB (mentoring) ASSESSMENT These steps have been discussed lucidly below: Goal Setting: goal setting is the first step in the process of an individual career planning. It involves development of long term based on personal interest and ambitions. Breaking down these long term aspirations into shorter goals helps one to manage the process effectively. It talks about achievement of goals within a certain time frame. The career goals help one in focusing, directing and achieving the desired path. Career objectives cannot be achieved by an individual alone. It requires continuous interaction with others. The individual needs feedback on performances and information about career opportunities. It is very difficult to plan without feedback. So, this stage also involves scanning of environment around. Action Planning: action planning is the second step in the process of an individual career planning. It emphasizes the importance of planning with respect to type and duration of jobs to be taken up, organizations to be targeted and other developmental needs. It helps one in fulfilling the long term goals and short term goals effectively. Making The Most From The Job (mentoring): this is the third step in the process of an individual career planning. It emphasizes upon the importance of learning from experience and insights of experienced people of one own field. It also emphasizes upon the fact to establish life time relationships with them. The main purpose of mentoring is to introduce individuals to the inner network of the organization. It provides for an objective assessment of the strengths and weaknesses of new employees. Assessment: this is the last step in the process of an individual career planning. It emphasizes upon the importance of learning about one’s current competencies and the gaps that needs to be fulfilled in the long run. It is the honest assessment of the current profile and the future opportunities. Thus in today’s ever-changing work environment career planning has become very an important issue as employees are more vulnerable to career disruption and stagnation. So, in the process of career planning and achievement of goals, one needs to plan, estimate and calculate every step quite minutely. The employees must continue to develop their skills to ensure they possess the competencies, which the market needs. Increasing competition, accelerating changes and relentless changes and re-engineering in the world around have made career planning and development critical both organizations and employees. Effective career planning is essential for employees if they are to fully achieve their career objectives. Thus employee loyalty to the organization is visibly much greater when the job fulfills their inherent needs as well as the personal goals of the employees. By assisting an individual in planning career and providing opportunities for career development, an organization can ensure higher loyalty and productivity from them in the workplace. They can realize a better match between employee career aspirations and job opportunities to obtain the supply of qualified human resources needed to achieve the organizational objectives (Can career plans generate motivated and high skilled workforce?, page: 7, 9, 11). Question three: What are the types of employee benefits & incentives, & what is the best way to use each one of them? Answer: The success of any business largely depends upon the motivation level of its employees. Human resources are essential to the prosperity, productivity and performance of any organization. Motivation is the key to creating an environment where optimal performance is possible. Every person has their own sets of motivation and personal incentives to work hard. So the organization should plan its employee benefits schemes and employee incentives schemes accordingly (Employee Motivation- The 5 Master Keys of Success, par. 1, 2). Employee incentive programs help the employees in ensuring that they are well appreciated and worthwhile. And the employee benefit schemes help the organizations to attract and retain best talent. The employee benefit schemes refer to benefits which is offered and provided to employees in return of the services which they provide to the organization. Employee benefit schemes are that part of the total compensation which is other than the wage for hours worked. It is provided to employees in whole or as a part of employers’ payment which may be in the form of life insurance, pensions and vacations. Employee benefits schemes can be sub divided into two basic categories and they are: Monetary benefits Non monetary benefits A short description of the two basic categories of employee benefits schemes is given below: Monetary benefits: monetary benefits are offered and provided to employees in return of the services they provide to the organization. It is a kind of benefits offered to the employees in lieu of the work done on their part. It does not include basic salary of the employee. These kinds of benefits are not subjected to legal obligations and are therefore given at the discretion of the employer. Employees’ incentives are a part of the monetary benefits. These kinds of benefits are normally offered to retain and attract suitable employees. The purpose of monetary incentives is to reward employees for excellent job performances through money. Monetary incentives includes profit sharing, project bonuses, bonuses, additional paid vacation time, house rent allowances, conveyance allowances; leave travel allowances, medical reimbursements, bonus, provident funds, gratuity etc. Non monetary benefits: non monetary benefits are also known as indirect benefits. Non monetary benefits are important part of benefit plans along with the monetary benefits. So its’ recognition and benefits can be very motivating as it helps to build up confidence and satisfaction among employees. The purpose of non monetary incentives is to reward employees for excellent job performances through opportunities. Non monetary incentives include flexible work hours, training, pleasant work environment, professional development of employees, developing a career path for them, providing them with free food and a challenging job with extra responsibilities. Every organization practices its own kind of motivation schemes in order to achieve higher levels of performances from them. Motivation can be given either in the form of monetary benefits or in the form of non benefits. Making an employee benefit system is easy but making it effective is difficult. Motivation and performances are very complex issues which are affected by many factors. No one factor can guarantee motivation or performance in the absence of critical factors. Monetary benefits: Many people have a notion that money does not act as a motivator for employees. But studies show that almost everyone is motivated by money to some degree. Some people are motivated to a moderate degree while most of the employees are motivated to a higher degree. There are many reasons for which a person works. Some may work for personal fulfillment, some for accomplishing goals but the bottom-line is that everyone works for money. Money provides housing, clothing and food, allows leisure activities and eventually retirement. So to underplay the importance of money is a mistake. If the company wants to attract and retain the best talents in the business then it has to provide its employees with monetary benefits. It is very important to have a good remuneration system in place. Fair and reasonable reward is essential and very important for good morale. People believe in comparing their salary and benefits with their colleagues and co workers. And if they find it not equitable as per the norms they become very de motivated and their work performances suffer. So, monetary benefits act as a motivator for employees. Non monetary benefits: rewards and recognition can be very powerful tools for employee motivation and performance improvement. Rewards and recognition in the non monetary benefits are less tangible. These factors are very important in retaining excellent employees and for improving their performance. Driving an organization towards higher levels of profits and performances also involves giving non monetary benefits to employees. Non monetary benefits can be given in the form of flexible working hours, training, pleasant work environment, professional development of employees, developing a career path for them, providing them with free food and a challenging job with extra responsibilities. Some of the ways in which monetary and non monetary benefits can be used so as to increase the productivity of the employees are discussed below: Monetary benefits: the monetary benefits can easily be used to increase the productivity and satisfaction of the employees in the following ways: By Profit sharing: in order to get employees care about the organization, it might sometimes become necessary to give them with some share of the profits. Here the employees get a certain percentage of the profits realized by the firm. Thus, if the company does better then the employees will receive more. So this in turn would motivate the employees to do better and hence in the process of doing so their productivity will increase. By Additional paid vacation time: a lot of organizations are giving their employees more paid vacation time. They understand the fact that over working the employees will not lead to higher productivity. One hour of work done by a burnt worker is less than the work done by the relaxed worker. Medical reimbursements: the medical reimbursements plans amount to substantial benefit to the employees. This in turn increases the employee satisfaction and will ultimately lead to higher employee productivity. Non monetary benefits: some of the ways in which an organization can increase its productivity following the non monetary benefits are discussed below: Promote from within: nobody likes to believe that they are stuck in a dead end job or that their hard work will go unnoticed. So, if the organization shows the employees that they are committed in promoting from within, there would be definite increase in productivity from the employees’ side. Give recognition: in addition to the monetary incentive, many employees are motivated by the need of social recognition. And giving achievement awards to outstanding employees is an excellent way to improve productivity. Thus monetary and non monetary incentives vary in their roles, effectiveness, and appropriateness. Incentives must take into account the workforce for whom it was created. A balance between monetary and non monetary benefits should be made to satisfy the diverse needs and interests of employees. References Company Mission, SME Level 1. < http://www.smeskills.com/trainers/training/WP4-20061019-Company_Mission-KG3.pdf>. Competency Mapping. . Building workforce capability through workforce planning. Workforce planning- planning for performance. < http://www.apsc.gov.au/publications06/workforceplanning.pdf>. How to identify your organization’s training needs. McConnell, John. < http://books.google.co.in/books?id=C53vMA1UfE8C&dq=organizations+training+needs&printsec=frontcover&source=bl&ots=rw39qxTYfo&sig=RYnwjPvRtl52sH5cogkJuY09hag&hl=en&ei=l64nSrfTKYmVkAXrqMDoDQ&sa=X&oi=book_result&ct=result&resnum=1#PPA6,M1>. Winfrey, Elaine. Kirkpatrick's Four Levels of Evaluation. < http://coe.sdsu.edu/eet/articles/k4levels/index.htm>. Using evaluation in training and development. Rae, Leslie. < http://books.google.co.in/books?id=IQzbVLVCy2AC&dq=training+and+training+evaluations&printsec=frontcover&source=in&hl=en&ei=eaYoSoaNA5zY7APhw6GPCQ&sa=X&oi=book_result&ct=result&resnum=11#PPA29,M1>. Improving employee performance through appraisal and coaching. Kirkpatrick, Donald. s_2QArOKvg1Xfs&hl=en&ei=UJ8sSsGEDNiGkAX2w8D1Cg&sa=X&oi=book_result&ct=result&resnum=8#PPA19,M1 Can Career Plans Generate Motivated And High-Skilled Workforce?. Röhm, Sven. . Employee Motivation- The 5 master keys of Success. Maroney, JP. 2004. . Buntic, Tino. Longer Paid Vacation Time - Does It Result in Higher Worker Productivity?. 2009. . Read More