Dear Sir, I am Udayabhanu Jena from Cuttack, I request you to please send me detail responsibility of a hr personnel before, during and after Training programme. with regards UB Jena
From India, Mumbai
From India, Mumbai
Dear Udayabhanu Jena,
Answer to This post is quite comprehensive. Probably training function or training activities are not audited in your company. Had it been so, you would not have asked this question. Please check my article " Why Employee Training Fails <link updated to site home> ( Search On Cite | Search On Google ) " that was published about two and half years ago in Deccan Herald, Bangalore
Anyway, coming to the point. First and foremost, you should be able to do proper TNI. In the last three I must have interacted with 500+ HR personnel and my experience is that about 80% of them could not do proper TNI.
Secondly, have a check what is happening in your company and what is not happening that supposed to happen. What is operational efficiency of various departments? How can it be increased? What skills are holding back the operational efficiency?
Thirdly, do you measure customer satisfaction index (CSI)? Why you are not at 100%? If you are at 100% then what should be done to remain there?
Fourthly, do you have KPIs/KRAs well in place? If yes then find out which skills are important to attain those KRAs?
Once you do above two things, decide on the skills that you must inculcate in your employees. Any training programme should build those skills only.
Once you do this gap analysis, you will be able to design objectives of your training programmes as well. My observation is that hardly any HR or Training managers is able to design objectives of the training programme on his/her own i.e. without taking help of Google. Frankly speaking Google is destroying our creativity.
Vendor Selection: - This is something quite important. There are large number of middlemen and agents who sell the training services of someone else. Have a policy on whether to deal with these agents or training professionals directly. Many times these agents do not possess inch of subject knowledge yet they promise the moon.
While selecting vendor, talk to training professional directly. Give him/her chance to understand your requirements. He/she may offer you a better solution.
Never fall prey to the tools of training i.e. NLP, psychometric tests, games and simulations, outbound training, magic and fun and so on. No single tool is adequate to build any skills. You will find training vendors mastering particular method. They try to pass off that tool as everything in this world. This reminds me of what Stephen Covey has said - "if only instruments you have is hammer, then everything starts looking nails".
Never, never, never evaluate training professional only on the verbal communication skills. There are good number of talking parrots in this world but they fly little. These smart talkative persons pass off their talkativeness as everything in the world. Verbal communication skills are only superficial. Training vendor must be capable to build the skills among your employees.
Measure the skills level of each employee. Tell the training vendor to improve the skill level. Tell the employees that they are attending this training programme so that they need to improve their skills level. Tell them when again measurement will be done.
When you train your employees, first make sure that their managers also possess those skills. I faced this situation many times wherein my participants told that "whatever you say is fine but you should first train our managers".
Post-training follow-up: - My observation is that about 99% companies do not make any provision to create mechanism for post-training follow-up. Managers must do constant follow-up with their subordinates. They must use the important terms and key words that are used in the training handbook.
Quality of the training handbook plays a major role. It must be read, re-read and re-read. Unfortunately, at times I found handbook is abandoned at the training venue itself. Other persons who are little sensitive take it to their home and abandon there. After few months, the dust is shed off and the training handbook is given to the child for doing some maths assignments!
Post-training evaluation: - Specify time period after which the evaluation of the training would be done. You should communicate this to the employees well before the commencement of the training programme. Quantify the change and try to measure the business impact. Yes there is Kirk Patrick model to measure the effectiveness of the training but it is very difficult to implement also. Secondly, it requires lot of organisational maturity to implement this model.
Thanks,
Dinesh V Divekar
Management & Behavioural Training Consultant
+91
Limit of your words is limit of your world[I][COLOR=#0000BF][COLOR=#FF0000]
From India, Bangalore
7883Answer to This post is quite comprehensive. Probably training function or training activities are not audited in your company. Had it been so, you would not have asked this question. Please check my article " Why Employee Training Fails <link updated to site home> ( Search On Cite | Search On Google ) " that was published about two and half years ago in Deccan Herald, Bangalore
Anyway, coming to the point. First and foremost, you should be able to do proper TNI. In the last three I must have interacted with 500+ HR personnel and my experience is that about 80% of them could not do proper TNI.
Secondly, have a check what is happening in your company and what is not happening that supposed to happen. What is operational efficiency of various departments? How can it be increased? What skills are holding back the operational efficiency?
Thirdly, do you measure customer satisfaction index (CSI)? Why you are not at 100%? If you are at 100% then what should be done to remain there?
Fourthly, do you have KPIs/KRAs well in place? If yes then find out which skills are important to attain those KRAs?
Once you do above two things, decide on the skills that you must inculcate in your employees. Any training programme should build those skills only.
Once you do this gap analysis, you will be able to design objectives of your training programmes as well. My observation is that hardly any HR or Training managers is able to design objectives of the training programme on his/her own i.e. without taking help of Google. Frankly speaking Google is destroying our creativity.
Vendor Selection: - This is something quite important. There are large number of middlemen and agents who sell the training services of someone else. Have a policy on whether to deal with these agents or training professionals directly. Many times these agents do not possess inch of subject knowledge yet they promise the moon.
While selecting vendor, talk to training professional directly. Give him/her chance to understand your requirements. He/she may offer you a better solution.
Never fall prey to the tools of training i.e. NLP, psychometric tests, games and simulations, outbound training, magic and fun and so on. No single tool is adequate to build any skills. You will find training vendors mastering particular method. They try to pass off that tool as everything in this world. This reminds me of what Stephen Covey has said - "if only instruments you have is hammer, then everything starts looking nails".
Never, never, never evaluate training professional only on the verbal communication skills. There are good number of talking parrots in this world but they fly little. These smart talkative persons pass off their talkativeness as everything in the world. Verbal communication skills are only superficial. Training vendor must be capable to build the skills among your employees.
Measure the skills level of each employee. Tell the training vendor to improve the skill level. Tell the employees that they are attending this training programme so that they need to improve their skills level. Tell them when again measurement will be done.
When you train your employees, first make sure that their managers also possess those skills. I faced this situation many times wherein my participants told that "whatever you say is fine but you should first train our managers".
Post-training follow-up: - My observation is that about 99% companies do not make any provision to create mechanism for post-training follow-up. Managers must do constant follow-up with their subordinates. They must use the important terms and key words that are used in the training handbook.
Quality of the training handbook plays a major role. It must be read, re-read and re-read. Unfortunately, at times I found handbook is abandoned at the training venue itself. Other persons who are little sensitive take it to their home and abandon there. After few months, the dust is shed off and the training handbook is given to the child for doing some maths assignments!
Post-training evaluation: - Specify time period after which the evaluation of the training would be done. You should communicate this to the employees well before the commencement of the training programme. Quantify the change and try to measure the business impact. Yes there is Kirk Patrick model to measure the effectiveness of the training but it is very difficult to implement also. Secondly, it requires lot of organisational maturity to implement this model.
Thanks,
Dinesh V Divekar
Management & Behavioural Training Consultant
+91
Limit of your words is limit of your world[I][COLOR=#0000BF][COLOR=#FF0000]
From India, Bangalore
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