Hi all,
Good evening. I work as an Assistant Manager in HR & Admin for a Diversified Group of Companies called VR Group. The company is involved in Telecom Operations & Maintenance, Sales & Marketing for Batteries, Govt Tenders, and Telecom O&M passive & active work.
I have been in the system for 3 years. Last year, we collected Training Needs Analysis (TNA) forms from employees and finalized the training modules based on those forms and managers' ratings. This year, I need to select potential candidates for training based on the company's future growth, their career advancement within the company, and identifying individuals for promotion.
I need help in establishing the criteria to identify suitable candidates and design appropriate training modules.
Regards,
Neelam
From India, Jaipur
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3Good evening. I work as an Assistant Manager in HR & Admin for a Diversified Group of Companies called VR Group. The company is involved in Telecom Operations & Maintenance, Sales & Marketing for Batteries, Govt Tenders, and Telecom O&M passive & active work.
I have been in the system for 3 years. Last year, we collected Training Needs Analysis (TNA) forms from employees and finalized the training modules based on those forms and managers' ratings. This year, I need to select potential candidates for training based on the company's future growth, their career advancement within the company, and identifying individuals for promotion.
I need help in establishing the criteria to identify suitable candidates and design appropriate training modules.
Regards,
Neelam
From India, Jaipur
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Dear Neelam,
The approach that you have taken is a traditional one. In this approach, it becomes very difficult to measure the ROI on training. In this method, the focus is on the individual and not on the organization. May it be noted that the focus of training should be on bringing organizational change.
In the recent past, I have given an exhaustive reply on the subject. You may click the following link:
https://www.citehr.com/523786-training-development-hr-manager-post2222367.html#post2222367
In the above link, there are a lot of links further. Go through all the replies patiently and improve your understanding of the subject. It will take days for you to go through all the links and assimilate the contents of each link.
Whether to adopt the approach mentioned in my reply depends on your interest to measure the ROI on training. Not many Training or HR Managers have the inclination to measure the ROI. Whether to join the bandwagon of that big lot or to stand apart, the choice is yours!
From the list of businesses that you have given, your training effectiveness lies in the following:
a) Telecom Operations & Maintenance: - Reduction in the cost of operations and reduction in the cost of maintenance because of the training.
b) Sales & Marketing for Batteries: - Reduction in sales cost and reduction in marketing cost because of the training. Further, you need to measure the inventory carrying cost of batteries before the training and after the training.
You need to measure for each business vertical the primary and secondary costs. In fact, in the above two examples, I doubt whether anyone has taken any trouble to measure these costs. If not, then your first training program should be on how to measure these costs scientifically. Inaccurate measurement will give you inaccurate results.
Call me on my mobile for further queries, if any.
Thanks,
Dinesh Divekar
From India, Bangalore
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The approach that you have taken is a traditional one. In this approach, it becomes very difficult to measure the ROI on training. In this method, the focus is on the individual and not on the organization. May it be noted that the focus of training should be on bringing organizational change.
In the recent past, I have given an exhaustive reply on the subject. You may click the following link:
https://www.citehr.com/523786-training-development-hr-manager-post2222367.html#post2222367
In the above link, there are a lot of links further. Go through all the replies patiently and improve your understanding of the subject. It will take days for you to go through all the links and assimilate the contents of each link.
Whether to adopt the approach mentioned in my reply depends on your interest to measure the ROI on training. Not many Training or HR Managers have the inclination to measure the ROI. Whether to join the bandwagon of that big lot or to stand apart, the choice is yours!
From the list of businesses that you have given, your training effectiveness lies in the following:
a) Telecom Operations & Maintenance: - Reduction in the cost of operations and reduction in the cost of maintenance because of the training.
b) Sales & Marketing for Batteries: - Reduction in sales cost and reduction in marketing cost because of the training. Further, you need to measure the inventory carrying cost of batteries before the training and after the training.
You need to measure for each business vertical the primary and secondary costs. In fact, in the above two examples, I doubt whether anyone has taken any trouble to measure these costs. If not, then your first training program should be on how to measure these costs scientifically. Inaccurate measurement will give you inaccurate results.
Call me on my mobile for further queries, if any.
Thanks,
Dinesh Divekar
From India, Bangalore
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