Dear Members,
I have posted the pre- and post-training assessment sheets for your easy reference for employees as well as supervisors. I hope it will be useful to all training coordinators. I am looking forward to your valuable comments.
Regards,
JP
Email: jpranipet@rediffmail.com
From India, Mumbai
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59I have posted the pre- and post-training assessment sheets for your easy reference for employees as well as supervisors. I hope it will be useful to all training coordinators. I am looking forward to your valuable comments.
Regards,
JP
Email: jpranipet@rediffmail.com
From India, Mumbai
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Hi there,
As requested by you to evaluate your form, I have a few points on your post-training evaluation employee form:
• You have not asked whether or not the objective of the program has been achieved.
• You have not asked what skills were acquired in this program.
• You have not asked about the applicable knowledge that would be used in a real-life job.
• You have not asked how this program would help the employee achieve their annual goals set by the organization in their business plan.
The same is applicable in the appraiser form, except you need to ask:
• Has the employee closed the gap between the required skills/competence acquired in the training and the existing competence within the employee?
• The evaluation of the employee after training by the appraiser needs to be 2 weeks post the training program or during the performance appraisal, assuming you appraise employees on a quarterly basis.
I hope my notes are of value to you. Should you require any help, do not hesitate to contact me.
Regards
From Oman, Muscat
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As requested by you to evaluate your form, I have a few points on your post-training evaluation employee form:
• You have not asked whether or not the objective of the program has been achieved.
• You have not asked what skills were acquired in this program.
• You have not asked about the applicable knowledge that would be used in a real-life job.
• You have not asked how this program would help the employee achieve their annual goals set by the organization in their business plan.
The same is applicable in the appraiser form, except you need to ask:
• Has the employee closed the gap between the required skills/competence acquired in the training and the existing competence within the employee?
• The evaluation of the employee after training by the appraiser needs to be 2 weeks post the training program or during the performance appraisal, assuming you appraise employees on a quarterly basis.
I hope my notes are of value to you. Should you require any help, do not hesitate to contact me.
Regards
From Oman, Muscat
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If there is one part of HR that seems constantly under question for its "ROI" potential, credibility, or plain effectiveness, it is what is usually known as "Training" – or in the new world as "Learning," "Management Development," etc.
The reasons for the questions are not difficult to spot. Training is the only group in HR that actually spends hard cash externally, as opposed to Recruitment or Compensation and Benefits that spend it as salaries. Once people see money flowing out of the organizational budget, they are quick to question the 'effectiveness' of these trainings.
The training professionals in organizations haven't actually covered themselves in laurels when it comes to their work. The reasons for these are varied. Here is my diagnosis of the reasons:
Training is usually organized as a monolithic sub-function within HR and is junior staffed. This usually means a fresh graduate gets the fancy title of "training assistant manager" or some such designation and becomes a gopher for meeting various training requests. Why is training being asked for? What skills/competency gaps will it fill? What is the follow-up program for that training? Questions like these are scarcely asked.
Metrics used to measure training are usually uni-dimensional. Lacking either content expertise or process expertise, the training department or person is measured by the HR head on factors like:
- Number of training programs conducted
- Satisfaction ratings
- Number of people trained
- Number of training days conducted per employee, etc.
- Budget variations to plan
As a result, the training department or person essentially tries to meet these metrics. None of these metrics even talk about the linkage of training to business needs or outcomes. Is it any wonder why training fails to link up strategically?
Different groups need to own different parts of training. Content expertise, for example, resides in the various groups. The training group needs to act as a facilitator and help these groups discover their own knowledge and learnings. The role that training needs to play is less of a 'content provider' and more of standard settings and inculcating a similar language across various organizational silos.
Training also needs to engage with various groups to help them share localized learnings across the organizations.
At a horizontal level, training needs to work with business and identify developmental areas of various levels to meet current and emerging business needs. By doing that, training will need to play a role that even HR is struggling with in most organizations - linking to strategic business needs. That can happen best when training is led by someone who has been in business or can demonstrate in-depth understanding.
The path for Training to become strategic:
To uncover the way to become strategic, training groups need to start doing the following:
Ask questions: Most training professionals are so 'task-focused' that they do not seem to be able to ask 'why am I doing this?' 'How will this impact my firm's bottom line?' If they do not think about ROI, others will think it for them.
Think numbers: Training professionals need to think about a new set of metrics that focus more on effectiveness and less on efficiency. They have to rise from Kirkpatrick's level 1 to level 3 and 4.
Realize that learning is more than training: Let's face it. Face-to-face, classroom training probably accounts for less than 30% of what a person actually learns in an organization. Trainers have to start thinking about how factors like supervisor and management support will help in learning, how they will help in applying concepts learned to increase workplace productivity. Attending training programs should not be the end; increasing workplace productivity should be.
Involve line managers: Training professionals should involve line managers to be responsible for their employees' training, and where possible, they should conduct the training themselves. Outsourcing training might help in the short term, but it does not pass organizational culture along.
Transparency: People who are getting trained need to understand the larger context of where the training fits in with organizational strategy. Their managers and training professionals need to paint the whole picture to help them understand and communicate it effectively.
New skills: Trainers themselves should pick up new skills like business and financial skills and not just be event managers. They need to understand the linkages between knowledge, learning, and performance to figure out how they can add value to the organization.
From India, New Delhi
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The reasons for the questions are not difficult to spot. Training is the only group in HR that actually spends hard cash externally, as opposed to Recruitment or Compensation and Benefits that spend it as salaries. Once people see money flowing out of the organizational budget, they are quick to question the 'effectiveness' of these trainings.
The training professionals in organizations haven't actually covered themselves in laurels when it comes to their work. The reasons for these are varied. Here is my diagnosis of the reasons:
Training is usually organized as a monolithic sub-function within HR and is junior staffed. This usually means a fresh graduate gets the fancy title of "training assistant manager" or some such designation and becomes a gopher for meeting various training requests. Why is training being asked for? What skills/competency gaps will it fill? What is the follow-up program for that training? Questions like these are scarcely asked.
Metrics used to measure training are usually uni-dimensional. Lacking either content expertise or process expertise, the training department or person is measured by the HR head on factors like:
- Number of training programs conducted
- Satisfaction ratings
- Number of people trained
- Number of training days conducted per employee, etc.
- Budget variations to plan
As a result, the training department or person essentially tries to meet these metrics. None of these metrics even talk about the linkage of training to business needs or outcomes. Is it any wonder why training fails to link up strategically?
Different groups need to own different parts of training. Content expertise, for example, resides in the various groups. The training group needs to act as a facilitator and help these groups discover their own knowledge and learnings. The role that training needs to play is less of a 'content provider' and more of standard settings and inculcating a similar language across various organizational silos.
Training also needs to engage with various groups to help them share localized learnings across the organizations.
At a horizontal level, training needs to work with business and identify developmental areas of various levels to meet current and emerging business needs. By doing that, training will need to play a role that even HR is struggling with in most organizations - linking to strategic business needs. That can happen best when training is led by someone who has been in business or can demonstrate in-depth understanding.
The path for Training to become strategic:
To uncover the way to become strategic, training groups need to start doing the following:
Ask questions: Most training professionals are so 'task-focused' that they do not seem to be able to ask 'why am I doing this?' 'How will this impact my firm's bottom line?' If they do not think about ROI, others will think it for them.
Think numbers: Training professionals need to think about a new set of metrics that focus more on effectiveness and less on efficiency. They have to rise from Kirkpatrick's level 1 to level 3 and 4.
Realize that learning is more than training: Let's face it. Face-to-face, classroom training probably accounts for less than 30% of what a person actually learns in an organization. Trainers have to start thinking about how factors like supervisor and management support will help in learning, how they will help in applying concepts learned to increase workplace productivity. Attending training programs should not be the end; increasing workplace productivity should be.
Involve line managers: Training professionals should involve line managers to be responsible for their employees' training, and where possible, they should conduct the training themselves. Outsourcing training might help in the short term, but it does not pass organizational culture along.
Transparency: People who are getting trained need to understand the larger context of where the training fits in with organizational strategy. Their managers and training professionals need to paint the whole picture to help them understand and communicate it effectively.
New skills: Trainers themselves should pick up new skills like business and financial skills and not just be event managers. They need to understand the linkages between knowledge, learning, and performance to figure out how they can add value to the organization.
From India, New Delhi
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Dear JP,
Sorry for posting my view lately. You need to modify your forms for gathering relevant and effective information from the TRAINEE and APPRAISER.
Dear Ms. Anayath,
Looking at your inputs, I request your good self to share your format, if you have any.
a) FEEDBACK - POST TRAINING,
b) SKILL ASSESSMENT - POST TRAINING
Kindly do the needful as I would love to learn and enhance my knowledge base through your good self. Kindly do add me to your GTALK (abdul.khadir@gmail.com) LIST for future discussions.
REQUEST FOR OTHERS MEMBERS OF THIS FORUM
Other members of this forum are also requested to share your TRAINING FEEDBACK & SKILL ASSESSMENTS. Maybe, after analysis, we may draft a better form that will be much useful to various members of this forum.
With profound regards
From India, Chennai
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Sorry for posting my view lately. You need to modify your forms for gathering relevant and effective information from the TRAINEE and APPRAISER.
Dear Ms. Anayath,
Looking at your inputs, I request your good self to share your format, if you have any.
a) FEEDBACK - POST TRAINING,
b) SKILL ASSESSMENT - POST TRAINING
Kindly do the needful as I would love to learn and enhance my knowledge base through your good self. Kindly do add me to your GTALK (abdul.khadir@gmail.com) LIST for future discussions.
REQUEST FOR OTHERS MEMBERS OF THIS FORUM
Other members of this forum are also requested to share your TRAINING FEEDBACK & SKILL ASSESSMENTS. Maybe, after analysis, we may draft a better form that will be much useful to various members of this forum.
With profound regards
From India, Chennai
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Dear Respected Members,
As requested, please find the attached form. You will find that the Pre & Post evaluation is combined into one form.
We hope you will put it to good use. Should you have any feedback to improve or add to it, please do share.
Regards
From Oman, Muscat
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As requested, please find the attached form. You will find that the Pre & Post evaluation is combined into one form.
We hope you will put it to good use. Should you have any feedback to improve or add to it, please do share.
Regards
From Oman, Muscat
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Thank you anayat. Do you have any specific format for the competency mapping analysis. I am new to this job and I have to prepare the training calendar for next year!
From India, New Delhi
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From India, New Delhi
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Hello I am working as a HR i need Training Evaluation form format
From India, Chennai
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From India, Chennai
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I'm sorry, but the content you provided appears to be a web link to a Google search for "training evaluation forms." There are no spelling or grammar errors in this content. If you have any specific text you would like me to review for spelling and grammar, please provide it, and I'd be happy to assist you.
From Australia, Melbourne
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From Australia, Melbourne
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