Dear All,
Hi. I have been tasked to improve our training function within the company, and came across a question that I require some expert advice.
Question: How do I determine appropriate training hours for each category of staff, from operators, supervisors, clerks, executives, snr executives, section heads, deputy managers, managers and snr managers?
Company includes Factory, R&D, QA, QC, Warehousing, Procurement, Marketing, Sales, Finance, HR, Corporate Communications.
Appreciate your kind assistance and expertise.
Smiles and cheers
Noel Liew
From Malaysia, Johor Bahru
Hi. I have been tasked to improve our training function within the company, and came across a question that I require some expert advice.
Question: How do I determine appropriate training hours for each category of staff, from operators, supervisors, clerks, executives, snr executives, section heads, deputy managers, managers and snr managers?
Company includes Factory, R&D, QA, QC, Warehousing, Procurement, Marketing, Sales, Finance, HR, Corporate Communications.
Appreciate your kind assistance and expertise.
Smiles and cheers
Noel Liew
From Malaysia, Johor Bahru
TRAINING DAYS ALLOCATION
NOEL,
The training days allocation in the corporate budget varies with
-business situation
-business needs
-IT
-NON - IT
-change in technology
-change in product offers
-financial situation/ constraints/availabilty
-cashflow
-competitive situation
-hr development needs
etc etc
WHAT I CAN GIVE YOU HERE A BROAD UNIVERSAL
APPROACH ADOPTED AS A GUIDELINE BY MANY
LARGE ORGANIZATION.
WITHOUT NAMING NAME, I AM OUTLINING AN
APPROACH ADOPTED BY AN ORGANIZATION
[ NON - IT ] EMPLOYING 600 PEOPLE.
The corporate guidelines was , as a rule of thumb,
3 days of training for everyone in the organization
during the 12 months budget period.
================================
SO, UNDER THE GUIDELINE OF 3 DAYS PERSON
WORKED OUT TO 3X600= 1800 TRAINING DAYS.
====================================
NOW THIS MUST BE ALLOCATED TO THE
WORKFORCE OF 600 PEOPLE.
======================================
THE ORGANIZATION STRUCTURE SHOWED
1.SENIOR MANAGEMENT........................................ ....[15]
2.MIDDLE MANAGEMENT........................................ .....[35]
3.FIRST LINE MANAGEMENT-.....................................[55]
4.STAFF SPECIALISTS [ like R&D, LEGAL , ETC]....[20]
5.SALES STAFF............................................. ..................[60]
6.SUPERVISORS .................................................. ..........[80]
7.OFFICE STAFF............................................. ...............[200]
8.FACTORY FOREMEN........................................... ......[10]
9.JUNIOR FACTORY SUPERVISORS........................[45]
10. OPERATORS......................................... ......................[80]
----------------------------------------------------------------------------------
TOTAL .................................................. ...........................600
===============================================
THE ALLOCATION OF TRAINING DAYS
1.SENIOR MANAGEMENT........................................ ....[15]X4
2.MIDDLE MANAGEMENT........................................ .....[35]X4
3.FIRST LINE MANAGEMENT-.....................................[55]X4
4.STAFF SPECIALISTS [ like R&D, LEGAL , ETC]....[20]X4
5.SALES STAFF............................................. ..................[60]X4
6.SUPERVISORS .................................................. ..........[80]X4
7.OFFICE STAFF............................................. ...............[200]X2
8.FACTORY FOREMEN........................................... ......[10]X4
9.JUNIOR FACTORY SUPERVISORS........................[45]X3
10. OPERATORS......................................... ......................[80]X2
----------------------------------------------------------------------------------
TOTAL .................................................. ...........................1800 TRAINING DAYS
===============================================
THE ALLOCATION OF DAYS FOR EACH CATEGORY
WAS BASED ON A NUMBER OF FACTORS LIKE
-LEVEL OF DECISION MAKING
-TYPE OF OPERATION MANAGEMENT
-CHANGING MARKET CONDITIONS
-ENVIRONMENTAL FACTORS AFFECTING OPERATION.
-FREQUENCY OF CHANGES
-CHANGES IN MANAGING TECHNOLOGY
-RESPONSIBILITIES
-ACCOUNTABILITIES
ETC ETC.
THIS IS A BROAD GUIDELINES.
IN ACTUAL SITUATIONS, YOU MUST ALWAYS TAKE
INTO CONSIDERATION YOUR OWN RELEVANT FACTORS.
In some US companies, they allocate 4 days in a year.
regards
LEO LINGHAM
From India, Mumbai
260NOEL,
The training days allocation in the corporate budget varies with
-business situation
-business needs
-IT
-NON - IT
-change in technology
-change in product offers
-financial situation/ constraints/availabilty
-cashflow
-competitive situation
-hr development needs
etc etc
WHAT I CAN GIVE YOU HERE A BROAD UNIVERSAL
APPROACH ADOPTED AS A GUIDELINE BY MANY
LARGE ORGANIZATION.
WITHOUT NAMING NAME, I AM OUTLINING AN
APPROACH ADOPTED BY AN ORGANIZATION
[ NON - IT ] EMPLOYING 600 PEOPLE.
The corporate guidelines was , as a rule of thumb,
3 days of training for everyone in the organization
during the 12 months budget period.
================================
SO, UNDER THE GUIDELINE OF 3 DAYS PERSON
WORKED OUT TO 3X600= 1800 TRAINING DAYS.
====================================
NOW THIS MUST BE ALLOCATED TO THE
WORKFORCE OF 600 PEOPLE.
======================================
THE ORGANIZATION STRUCTURE SHOWED
1.SENIOR MANAGEMENT........................................ ....[15]
2.MIDDLE MANAGEMENT........................................ .....[35]
3.FIRST LINE MANAGEMENT-.....................................[55]
4.STAFF SPECIALISTS [ like R&D, LEGAL , ETC]....[20]
5.SALES STAFF............................................. ..................[60]
6.SUPERVISORS .................................................. ..........[80]
7.OFFICE STAFF............................................. ...............[200]
8.FACTORY FOREMEN........................................... ......[10]
9.JUNIOR FACTORY SUPERVISORS........................[45]
10. OPERATORS......................................... ......................[80]
----------------------------------------------------------------------------------
TOTAL .................................................. ...........................600
===============================================
THE ALLOCATION OF TRAINING DAYS
1.SENIOR MANAGEMENT........................................ ....[15]X4
2.MIDDLE MANAGEMENT........................................ .....[35]X4
3.FIRST LINE MANAGEMENT-.....................................[55]X4
4.STAFF SPECIALISTS [ like R&D, LEGAL , ETC]....[20]X4
5.SALES STAFF............................................. ..................[60]X4
6.SUPERVISORS .................................................. ..........[80]X4
7.OFFICE STAFF............................................. ...............[200]X2
8.FACTORY FOREMEN........................................... ......[10]X4
9.JUNIOR FACTORY SUPERVISORS........................[45]X3
10. OPERATORS......................................... ......................[80]X2
----------------------------------------------------------------------------------
TOTAL .................................................. ...........................1800 TRAINING DAYS
===============================================
THE ALLOCATION OF DAYS FOR EACH CATEGORY
WAS BASED ON A NUMBER OF FACTORS LIKE
-LEVEL OF DECISION MAKING
-TYPE OF OPERATION MANAGEMENT
-CHANGING MARKET CONDITIONS
-ENVIRONMENTAL FACTORS AFFECTING OPERATION.
-FREQUENCY OF CHANGES
-CHANGES IN MANAGING TECHNOLOGY
-RESPONSIBILITIES
-ACCOUNTABILITIES
ETC ETC.
THIS IS A BROAD GUIDELINES.
IN ACTUAL SITUATIONS, YOU MUST ALWAYS TAKE
INTO CONSIDERATION YOUR OWN RELEVANT FACTORS.
In some US companies, they allocate 4 days in a year.
regards
LEO LINGHAM
From India, Mumbai
I have seen training hours allocated in a number of organizations. I feel this is useful in orgs that have not had a culture of learning and the org wants to change the mindset. However, once you get past this stage, the concept of allocated hours I find strikes at the heart of what training should be used for. Training conducted should be based on needs, both individual, department and organization wide. These vary from person to person, dept to dept and as the org meets different competitive pressures. We can’t pretend that some simple formula of training days is going to match these specific needs.
What we have done in the past is to determine the real training needs, looking at strategic and operational plans and the output from individual development plans. We then allocate a training budget and divide it up along strategic training solutions and individual training solutions. The split might be say 60 percent strategic and 40 percent individual. The individual training part of the budget is then divided up amongst the various departments to use in line with the output of their dept plans and individual performance appraisals.
This worked out much more effective for the organization than saying that all process operators must have two days training.
Vicki Heath
http://www.businessperform.com
From Australia, Melbourne
What we have done in the past is to determine the real training needs, looking at strategic and operational plans and the output from individual development plans. We then allocate a training budget and divide it up along strategic training solutions and individual training solutions. The split might be say 60 percent strategic and 40 percent individual. The individual training part of the budget is then divided up amongst the various departments to use in line with the output of their dept plans and individual performance appraisals.
This worked out much more effective for the organization than saying that all process operators must have two days training.
Vicki Heath
http://www.businessperform.com
From Australia, Melbourne
Hi,
The effort requires us to understand both Training Need of each Dept & Training needs of each Hierarchy level based changes /reorientation and the outcome the company is looking for. Assuming that a organization is at the level of stabilizing moving out of the growth stage. The focus would move from creation into operational excellence .We could consider Training in 2 directions -Functional and Behavioral .This will give us the guidance of how much each Dept and hierarchy needs to unlearn and re-learn, based on this you could decide the time for the each employee for a year.
In case you need to discuss more give me the Depts. /employees/Business/how long the company is in existence/The growth curve of the organization / what is the company looking at 1 year from now and 5 years from now .Based on these info I could help you frame a way to decide the appropriate time to
From India, Hyderabad
The effort requires us to understand both Training Need of each Dept & Training needs of each Hierarchy level based changes /reorientation and the outcome the company is looking for. Assuming that a organization is at the level of stabilizing moving out of the growth stage. The focus would move from creation into operational excellence .We could consider Training in 2 directions -Functional and Behavioral .This will give us the guidance of how much each Dept and hierarchy needs to unlearn and re-learn, based on this you could decide the time for the each employee for a year.
In case you need to discuss more give me the Depts. /employees/Business/how long the company is in existence/The growth curve of the organization / what is the company looking at 1 year from now and 5 years from now .Based on these info I could help you frame a way to decide the appropriate time to
From India, Hyderabad
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