Outline Syllabus:

UNIT I

Introduction - Evolution of training, Concept, Role, Need and Importance of training, Objectives of
training and development, Overview of training functions, Designing an HRD programme, Types of
training. Training philosophy, Principles of Training, Principles of Learning, Cognitive learning,
Developing an integrated approach of Learning and Training programme,Future Trends in learning and
development.

UNIT 2

Training Need Identification / Assessment (TNI/TNA) - Concept, Scope and Importance, Methods and
Techniques of Training Need Assessment, Process of training, identification of job competencies, Criteria
for identifying training needs (manpower analysis – task analysis – organization analysis) – Approaches
to Training Needs Assessment, Recent scenario of TNI, Technology’s Influence on Training and
Learning.

UNIT 3

Designing and Conducting Training and Development Programmes - Factors affecting Training Design,
Considerations in Designing Effective Training Programs, Trainer Competencies, Trainer’s Role, The
Trainer as Planner, Trainer’s Encourage Objectivity and Creativity, Conducting Training and
development Programme, Advantages of Designing Training and Development Programme, Designing a
Training module, Training Audit, Training Research , Budgeting of training. Budgeting Process,
Preparation of training proposals.

UNIT 4

Evaluation of Training and Development Programme - Concept, Types of Evaluation, Different methods
of training, Factors Influencing Transfer of Training, Reasons for Evaluating Training, Evaluation
Process, Pre-training Evaluation, Evaluation during Training Post-Training Evaluation - Determining
Outcomes, Evaluation Techniques-Models of Training Evaluation - Kirk Patrick Model of evaluation –
CIRO model – Cost Benefit analysis – ROI of training, Strategies for Effective Training Transfer, IBM
Model, Uirle Patrick Approach

UNIT 5

Management Development - Focus and approach to Management Development, Knowledge and Skill of
the Manager, Need and Importance of Management Development, Training for Executive Level
Management, Components of Training for Management Development Programme, Selection of
Techniques, Management Development Process, Company Strategies for Providing Development
 TRAINING AND DEVELOPMENT

MODULE 1

Training & Development meaning

Training and Development is one of the main functions of the human resource management department.
Training refers to a systematic setup where employees are instructed and taught matters of technical
knowledge related to their jobs. It focuses on teaching employees how to use particular machines or how to
do specific tasks to increase efficiency.

Whereas, Development refers to the overall holistic and educational growth and maturity of people
in managerial positions. The process of development is in relation to insights, attitudes,
adaptability, leadership and human relations.

Importance of Training are:

1. Higher productivity and better quality of work: Formal training leads to the enhancement of skills of
the employees that enables them to perform their job more efficiently. As standard methods are taught
to the employees it improves the quality of product and services.

2. Reduction in wastage and cost: Workers learn how to make the optimum use of resources. Training
leads to the economic use of material and machinery and helps minimize the cost of operations per unit.

3. Increases morale and loyalty: Training helps boost the morale of the employees by developing a
positive attitude, job satisfaction and enhanced learning. It makes them loyal to the organization as they
develop a sense of commitment.

4. Reduced supervision and low accident rates: Training develops well-motivated employees who are
self-reliant, they do not need constant guidance and supervision. Employees can also avoid mistakes
and accidents on the job as they can handle a job with confidence and adopt the right work methods

Need of training

Training is required for organizational growth. It is beneficial to both the employer and the employee; it
makes the employee more efficient which leads to better results and growth of the organization.
 Learning for New Recruits: Once the employees are selected and placed in a position they need to be
trained for a specific job. It helps in making them perform their job effectively. On job training help
them handle their job competently.

 Promotions: In order to prepare the existing employees for higher roles they need to be trained in the
areas of their added responsibilities so that they can do justice to the position.

 Transfers: Training on different jobs makes the employees mobile and versatile and makes them
capable to be moved from one job to another.

 Bridging the Gap: There can at times be some gaps between the knowledge and skills an employee
possesses and the requirements of the job. Training helps in bridging this gap and making the
employees more productive.
Objectives of training and development

Increase in efficiency: Training improves skills and efficiency that can help in operating.

Knowledge about new methods: if a new method of work/service is introduced in the organization, the
employees are given proper knowledge on new method through training and development.

Knowledge of company policy: The new entrants are not supposed to have sufficient knowledge of
company policy. Through training and development, some knowledge can be furnished.

Attitude changing: in some cases, change of attitude is very important for successful formulation and
implementation of company plans and decisions. An objectives-oriented organization can serve the
purpose and employees’ attitude may be changed as per the expectation of management.

Career planning and development: For personal growth and career development employee needs career
planning. Training and development program is one of the most effective counseling methods. It creates
motivation among the employees.

Loyalty: Usually employees want to be loyal to the management, employer. But some of them do not
know the actual way of loyalty. Training and development can help them in this regard.

Reduction of labor turnover: Through participation in training and development programs, employees
are convinced about their dunes and responsibilities and ways to solve the problem. The turnover rate
may thus be reduced.

Productivity: Another objective of training and development is to increase productivity through the use
of skill, efficiency, and more committed employees.

Quality: Quality of goods and services is the permanent asset of the organization. Trained employees can
increase the quality of goods and services.

Development of self-confidence: Successful change describes the change of self-confidence. If

employees accept the change easily and try to implement the plan of action limitedly, it becomes easier
for management.

Types of Training

1. Orientation training: Firstly, orientation training mainly consists of welcoming and introducing your
new employees to the company. You can guide them through the basics to prepare them for their first day
at work. This one-day training covers the following topics:
 Vision and core values of the company
 Culture and company policies
 Organizational structure
 Introductions and office tour
 Mandatory new hire paperwork
 Administrative procedures such as creating login credentials and setting up their workspace
2. Onboarding training: To get your new hires up and running quickly, you can assign them an
onboarding training program. It’ll also familiarize them with all the software and hardware that they will
use. This program can last as long as it takes to introduce relevant job skills, and address all the topics that
employees need to do their job well. Read more about onboarding training.

3. Technical skills training: Maybe your employees are already skilled at writing quotations, accounting,
writing content, or programming. But there is always room for improvement, especially if their job
requires specific technical skills. Therefore, many organizations have a budget to maintain and improve
their employees' technical skills.

4. Soft skills training: Not everything is about technical skills. Soft skills are also essential for job
growth. We broadly classify soft skills as a combination of personality traits, behaviors, and social
attitudes. These skills allow people to communicate, collaborate, and manage conflict effectively. Soft
skill training can cover topics such as:
 Listening
 Communication
 Teamwork
 Adaptability
 Public speaking

5. Product or service training: Product training can be part of your onboarding training program or
ongoing skills training. You can use it to educate your employees about the products or services they
represent to ensure they make a good impression.

6. Compliance training: Some industries require employees to fulfill certain legal obligations to perform
their jobs. For example, authorities need mortgage advisers to regularly renew their licenses and
construction workers to hold specific safety certificates.

8. Managerial and leadership training: Employees can grow to new, higher positions. To prepare them
for a job with a leadership role, you can offer them leadership training. In multi-day training courses, you
can help your employees gain deeper insights into leadership. First, the company needs to identify which
employees have strong leadership potential. The company can achieve that by evaluating its employee's
contributions to the company and seniority. The company can hire external coaches for one-on-one or
group sessions with the trainees.

MODULE 2: Training Need Identification / Assessment (TNI/TNA)

A training needs assessment (TNA) is an assessment process that companies and other organizations use
to determine performance requirements and the knowledge, abilities and skills that their employees need
to achieve the requirements. There are three key areas that are considered accurate assessors of those
needs:

1) Skill proficiency of employees

2) Employees' frequency of skill usage
3) Level of employees' skills crucial to job performance
 Importance of TNA/TNI

1. It helps it to determine the employees who need training through performance evaluations, self-
assessments, focus groups, customer feedback, etc. Identifying employees who require training helps
to meet their learning needs and assist in their professional growth.
2. It helps to identify performance gaps. It encourages both existing and new employees to take
competency assessments to know the need for training and the areas which should be targeted.
3. It helps to direct resources to priority areas to meet business goals. It also helps in preventing
unnecessary training and thus saves money and time
4. It helps to improve the efficiency and productivity level of an employee. The workforce will be able
to gain competence and become more productive. This will ultimately improve employee engagement
and boost employee morale
5. It helps to improve the quality of services. The training helps to meet the desired goals
6. It helps to train the right employee for the right job with the right approach
7. It helps to collect qualitative and quantitative data
8. It prioritizes training needs so that employees can become innovative, efficient and innovative in their
jobs.
9. It helps to achieve a higher return on investment
10. It provides an opportunity for learning and development through proper training

Methods of Training Need Assessment (TNA)

1. Direct observation- In different working situations the training managers observe the working style of
the employees. With the help of this observation the managers get information about the performance
gaps. The observation includes watching over the technical methodology followed to perform the job,
the functional aspects of the job and behavioral aspects of the employee. It is provides both qualitative
and quantitative feedback about the current performance of the employee.

2. Interviews- It is a face to face conversation about the way employee performs the job. It is an effective
way to collect information about output gaps by talking with each employee or a team. It can be a
formal or informal setting of the interview. The interview can be conducted in person or through
virtual means.

3. Focus groups- It is a brainstorming process to understand the skill gaps among the employee. The
employees working in the organization are encouraged to talk and discuss about the ways to improve
the work performance. This conversation is closely observed by analyzed by the training manager to
understand the training requirement in the organization.

4. Assessments/surveys- Surveys are effective and simple way to identify the performance deficiencies
in particular department. A well designed questionnaire is circulated among employees to understand
the training needs of the employees. The questionnaire can consist of combination of open-ended and
closed ended question along with some ranking and projective questions. To improve the credibility of
the survey the employees are allowed to submit the answers anonymously.

5. Customer Feedback- In most of the service industry the performance deficiencies are identified using
customer feedback. The direct feedback from the customer indicates the specific work area which
needs improvement.
6. Others: There are few other methods of training need analysis such as consolation with the persons
working in key position in the organization, by reviewing relevant literature of the work area, with the
use of reports, records and work samples.

Criteria for identifying training needs

1) Organisational analysis
This analysis starts with a review of company’s strategies and operational plans. For this, organizational
objectives, efficiency indices and other factors are analyzed. Organisational analysis considers how
employee training can help attain organizational goals and where in the organization, training is needed.
This analysis find out the knowledge, skills and abilities workforce will need for the future.
For example;
In the case of an insurance company, organizational analysis identifies the gaps between the number of
claims actually proposed and how those numbers can be maximized to a certain extent or percent

2) Task analysis
Task analysis is a process of identifying the purpose of a job and it’s component parts and specifying
what must be learned in order for there to be effective work performance. This is also known as
operations analysis. So, task analysis checks the knowledge and skill needs for each specific job task and
correlate these requirements to the workforce’s actual knowledge and skills. Task analysis answers the
question of what is the training needed and where it is required.
For example;
Task analysis identifies what should be done to increase the number of claims, such as qualified claims,
claims assigned, claims logged in/ acknowledged, play confirmation process, and other jobs

3) Individual analysis
In individual or person analysis we can identify who needs to be trained and what training is needed. This
helps examine individual performance and training needs. It analyzes employee performance and
compares it with different standards, to find out the training needs of each individual.
For example;
Person analysis verifies what knowledge, skills and abilities each employee must gain, that is claim
analysis skills, in their printing policies, estimating the extender flaws, calculating the cost of restoration,
and other things
Approaches to Training Needs Assessment

 Training needs survey: This approach is based on opinions and views. Training need assessment
survey forms the basis or benchmark for determining effectiveness of the training administered.

 Competence analysis: competency analysis identifies the knowledge, skills and process abilities
required to perform organizations business activities.

 Performance appraisal approach: this is a relatively accurate approach for individual training
and development needs. This goes analyzing knowledge, skill and job requirements. The main
idea of this approach is to find out whether the employees on the given book or position have the
required knowledge and skill to do it properly.

 Task analysis approach: it is the examination of each step involved in completing a task or job,
along with a detailed description of the activities performed in each task or job a task analysis can
include elements such as speed, duration, mental activity, environmental factors etc.

 Feedback approach: the feedback or information regarding the necessity of training and
development in a department for a group or individual is collected it can be from annual reports,
production report, performance report, command of supervisors, colleagues etc.

 Management decision approach: in most of the small organization the management decides
who needs to be trained at what needs to be taught. These decisions are based on the future
planning or career growth plan or the deficiencies in their employees directly noted by the top
management.

Technology’s Influence on Training and Learning

 Online learning (e-learning): training is an investment for the company. However, it becomes
easier and cheaper than in the past because of e-learning. Instead of requiring employees to attend
a training program at the same time they can do self paced online courses. Employees may enjoy
these type of training because they can attend or learn with their own selves it is also helpful for
the organization in the sense of replacing costs.

 Distance learning: there is differences between e-learning and distance learning. Distance
learning is a way of learning remotely without being in face to face contact between the trainers
and trainees.

 Simulations: Simulation-based training is a highly effective way of transferring key skills to

trainees in a cost-effective manner. It provides an optimum way for employers to assess how well
their trainees are putting skills into practice, and the decisions they are making in front of
simulated real life situations. Learning in a safe and managed environment provides essential
hands-on experience that integrates key theoretical concepts with interactive, computer simulated
situations.
  Virtual reality: Modern VR technology is allows for effective practical training of many
complex skills. VR headsets create an audio-visual experience and can be paired with physical
sensors and tools to create a whole-body training experience. This approach can be beneficial for
potentially risky training.

 Expert systems: Expert systems are computer applications that combine computer equipment,
software, and specialized information to imitate expert human reasoning and advice. As a
software program, the expert system integrates a searching and sorting program with a knowledge
database. The specific searching and sorting program for an expert system is known as the
inference engine. The inference engine contains all the systematic processing rules and logic
associated with the problem or task at hand.

 Electronic support systems: An electronic performance support system (EPSS) is any computer
software program or component that improves user performance. EPSSs can help an organization
to reduce the cost of training staff while increasing productivity and performance. They
can empower employees to perform tasks with a minimum amount of external intervention
or training. By using this type of system an employee, especially a new employee, will often not
only be able to complete his or her work more quickly and accurately, but, as a secondary benefit,
will also learn more about the job and the employer's business.

 Learning management systems: A learning management system (LMS) is a software

application or web-based technology used to plan, implement and assess a specific learning
process. It is used for eLearning practices and, in its most common form, consists of two
elements: a server that performs the base functionality and a user interface that is operated by
instructors, students and administrators.

MODULE 3: Designing and Conducting Training and Development Programmes

Factors affecting Training Design

Overall Goals of Training: Identify the domain of learning to be targeted: knowledge, skills, attitude
or behavior. Determine if specific skills are to be taught that will require practice and can be measured.
If the training is oriented toward attitude or behavior, consider if any emotional factors may be
addressed.

Learning Objectives: Determine the specific desired outcomes of the training by answering the
question: Define what constitutes successful course completion. Identify the core skills, knowledge and
attitudes that are at the heart of the course.

Course Content: Determine the amount of research and the expertise needed to develop and teach
relevant, timely and up-to-date content, as well as the length of time that the content will maintain its
relevance. Other factors affecting course content are both the total number of trainees and the optimal
number that can be taught at one time. The best learning method for the material being taught will also
influence the course's content.
Course Lifetime: Determine the course's schedule, including frequency of training, as well as a way to
test the objectives, materials and content for continued relevance. In addition, build in a means to revise
and update the course, particularly if it is expected to have significant longevity.

Design Needs: Ascertain whether this will be a new training or if there is an existing course to be
updated. Identify training designers and determine development time and cost. See how diversity
requirements (different learning styles, language, cultural backgrounds, physical needs, etc.) will
influence the training.

Participants: Determine the size, location and characteristics of the target population, as well as their
current level of experience and expertise with the topic. Make certain that they meet course
prerequisites, and identify any technology needs or requirements.

Intangibles: Trainees enjoy and respond positively to material that's presented creatively and
enjoyably. Engage instructors who are competent and compatible with their audiences, and who can
add inspiration and laughter to our course's syllabus.

Resources: Determine how many instructors will be needed, how they will be trained, their scheduling
requirements, how much preparation time they will need and how much travel will be required.
Determine space and location requirements. Determine the time required for training and define course
segments, if necessary.

Evaluation Factors: Ideally, successful training should be periodically repeated for a new crop of
trainees. Success can usually measured by identifying measurable outcomes and then conducting the
appropriate measurements. These measurements can be developed in-house or obtained externally. For
instance. a real estate agency might conduct license training for its new sales representatives. The best
measure of the course's effectiveness is the number of trainees who passed the licensing exam.

Conducting Training and development program

1) Training needs assessment

The first step in the training process is fundamental: determining whether a problem can be solved by
training. If employees do not perform their duties properly, it is often assumed that they will be updated
through training. This is not always the case. Ideally, training should be provided before problems or
accidents occur and should be maintained as part of quality control.

2) Determine the type of training required

The employees themselves can provide valuable information about the training needs. After determining
the type of training required, it is equally important to determine what type of training is not required.
Training should focus on those steps where better performance is required. This avoids unnecessary waste
of time and focuses training on the needs of employees.
 3) Identification of goals and targets

Once the training needs of employees have been identified, employers can prepare for the training.
Clearly defined training goals help employers communicate what their employees should do, what they
want to do better or what they don’t. For training to be as successful as possible, they need to be clear and
thought through before training begins.

4) Implementation of training

Training should be provided by professionals with knowledge and experience in the field concerned;
period. The best option is to use internal and experienced talent or an external source of professional
training. Training should be presented in such a way that the organization and meaning to employees are
clear. An effective training program allows employees to participate in the training process and develop
their skills and knowledge. Employees should be encouraged to participate in the training process by
participating in discussions, asking questions, contributing their knowledge and expertise, learning
through practical experience and even playing roles.

5) Evaluation of training program

One way of ensuring that the training program achieves its objectives is for students and teachers to
evaluate the training. Assessments help employers or supervisors determine the level of learning and
whether or not it has improved an employee’s performance in the workplace. Run the program as
planned, with each activity running as planned.

6) Evaluation and monitoring

a) Response: Notify the document of the learner’s immediate response to the training.

b) Learning: Use feedback devices or pre- and post-test tests to measure what learners have
actually learned.

c) Behavior: In consultation with your supervisor, you will observe changes in behavior during
training. It is a way to measure the extent to which learners can apply new skills and knowledge
to their work.

d) Results: Determine the degree of improvement in work performance.

Advantages of Designing Training and Development Programme

1. Higher Capacity for the Adoption of New Methods and Technologies

In today's ever-changing business landscape, one-off employee training is not enough. To reap the full
benefits of employee training and development, organizations need to upskill the workforce consistently.
This enables employees to quickly adopt the latest technological developments, which they can use to
speed up innovations in processes and products.

2. Employee Training and Development Helps Companies Keep Pace With Changes in the Industry

Modern companies need to develop continuously, which is why training is essential for employees. The
employee training is important, particularly when we are trying to keep up with industry changes, rules,
and regulations. Having up-to-date knowledge about our industry will help you stay ahead of the
competition.

3. Employee Training and Development Increase Job Satisfaction and Morale

There are many advantages of training and development for an organization, but the benefits of employee
training and development also impact employee career growth as well. When employees sense that their
employer is helping them to improve their skills and knowledge base, they feel motivated, and this
increases their job satisfaction and morale.

4. Lower Employee Turnover

Getting an opportunity to learn new skills and gain knowledge is why training is important for employees.
Still, for an organization, employee training is worth the investment because it translates into decreased
employee turnover. Continuous employee training and development, experts agree, is the key to retaining
skilled employees, which saves thousands of dollars.

5. The Ability to Attract High-Calibre Talent

An organization that prioritizes employee training and development sets a benchmark, which draws in
top-level talent. According to various surveys, job seekers consider employee training and
development as a major benefit. From a company's viewpoint, retaining a skilled workforce and attracting
quality talent are the two main advantages of employee training and development.

6. Employee Training and Development Helps Maintain Skill and Knowledge

Every skill requires regular practice. Periodic employee training programs serve as refresher courses for
our employees, which not only helps them sharpen the skills they have already learned, but it also enables
our organization to maintain a high level of skill and knowledge.

7. Employee Training Gives a Company the Much-needed Competitive Edge

In the present-day business environment, innovations, industry trends, and technologies are always
changing. In this scenario, to stay ahead of our competitors, we must recognize the importance of training
our employees. When we have robust employee training and development programs in place, our
employees will better adapt to the changes, giving our organization the much-needed competitive
advantage.

8. Employee Training and Development Create Scope for Internal Promotions

The advantages of training and development for an organization are varied. One of the major benefits of
training to employers is that employee training helps fill internal promotion positions. This is a cost-
effective solution, as hiring new talent is an expensive affair. Plus, our existing employees are well
acquainted with the organization's operations and work culture, so they can start working instantly.
Training audit
A training audit provides organizations with an overview of the effectiveness and efficiency of its
training/learning function. The purpose of the training audit is to identify the strengths and weaknesses of
the training/learning function in terms of its current responsibilities and future commitments.
Since every organization is unique, each training audit is customized to meet the specific learning needs
and requirements of each situation. At the conclusion of a training audit, the department will receive a
report card with detailed findings and recommendations.

Process of training audit

Compile a list, or comprehensive catalog, of all the training programs you have developed to conduct a
thorough audit, as well as all the training programs your learners can access via your learning systems and
Catalogue our training programs platforms. Having this master list or catalog will help as you audit each individual training program to ensure
that it’s effective and up to date.

When conducting your audit, look at your learners’ data to see which programs they take the most and how
Analyze learner data and feedback well they do in each of those training programs. If most of your learners don’t do well in a certain training
program, that program may need to be revamped to suit their learning needs or preferences

Evaluate the employee performance data collected before learners engage in training programs so that you
Evaluate employee performance can compare those data with the data collected after they engage in training programs.

Look for areas where you can implement new technologies or strategies to make those programs better.
Access opportunities for improvement Usually, you can use learner data and feedback and employee performance data to discover new
opportunities, as well as industry trends and research.

Make sure you tie each to an organizational goal. If your programs aren’t tied to an organizational goal, they
will not be effective or yield a high return on investment. If you want your training programs to be effective
Always Tie Training Programs to Organizational Goals and yield positive returns, conduct an audit today by using the steps outlined above.

Budgeting of Training

The training budget includes the direct and indirect costs required to analyze, design, develop, implement,
evaluate and maintain courses and materials. In some industries, employees must maintain their
credentials to adhere to local, state and federal regulations. A good training budget definition is
comprehensive, includes all costs related to training and acts as a road map for how funds should be used
for training throughout the year.

How to manage training expenses

Budgeting for your company’s training needs does not mean using surplus money when you have it.
Ideally, you need to build a separate line item for training into your annual budget. A training budget
should factor in the following costs:

 Initial briefing about the training program

 Training delivery (e.g. classes, video tutorials, eLearning, course fees)
  Training materials (workbooks, videos)
 Staff time (including replacement time)
 Instructor fee (if applicable)
 Travel, lodging or meal expenses required to participate (if applicable)
 Ongoing training (upkeep)
 Contingencies

Process of Budgeting

1. SURVEY EMPLOYEES
It's best to try and align company goals with desired learning outcomes. This is the part where we would
explain to our employees the importance of committing to the learning process. Use transparency to show
them that the goal is to grow together, offer better services or products, and increase customer
satisfaction. Ask employees or managers about existing knowledge and skill gaps, what ideas they might
have for solving learning issues, what platforms employees prefer, and what learning goals they might
have. Gathering this data will better position us to manage our training budget.

2.SET TRAINING NEEDS

Based on the previous subpoint, we can now define the training needs most of our employees present.
Also, make sure our budget accounts for:

 Salaries for trainers and consultants

 Learning Management System (LMS) development
 In-class instruction and tool costs
 Travel expenses and facility overhead

3.CHOOSE OUR LEARNING DELIVERY PLATFORM

We can choose to run in-class, Instructor-Led Training (ILT), or provide an eLearning course that
employees can use for learning at their own pace. The delivery method depends a lot on employee
preferences and skill level, as well as their proficiency with new online learning technologies.

4.CUT COSTS
The fastest way to cut costs is to invest in an LMS and bespoke eLearning courses. Our online training
budget will automatically be lower because we'll cut travel expenses, meals, location costs, and other
classroom-based needs that an online environment can go without. Plus, by developing a cross-platform
training experience, we'll allow learners to take their learning into their own hands, remove stress related
to learning because of the learn-at-our-own-pace nature of the course, and empower them to apply new
knowledge and skills immediately on the job.

5.LEAVE ROOM FOR CHANGES

Regardless of how great a planner we are, remember that nothing ever goes according to plan. This is
where that buffer will come in handy later. So, aside from leaving a portion of the training budget as a
backup, also make sure that we're ready and flexible to quickly implement changes when needed.
Preparation of training proposals

Training employees is an important part of running a successful business in any industry. It’s important
for employees to regularly update their skills, gain new expertise and learn new areas of the business.
Before an organization decides to implement employee training, they need to review a training proposal.
Whether we’re part of an external organization that is proposing training to a client or we’re working to
establish training in our own company, a training proposal can help us get started.

STEPS

 Establish the Goals of the Training

A training proposal can help a business decide whether or not they should invest in the training program.
As a result, it’s vital to show what the return on investment will be. When writing a training proposal,
start by stating the goals of the training.
For example, if a company is thinking of having each employee partake in conflict resolution training,
their main goal may be to ensure that all members of their staff know how to diffuse tense situations. If an
organization is thinking about undertaking training for a new software, its main goal may be to increase
the efficiency of their organizational processes. Relate the goal to the business’s operations, not to the
topic of the training.

 Focus on the Benefits to the Company

When developing a proposal for conducting a training program, it’s critical to focus on the benefits to the
organization rather than the features of the training. Training programs may cost the company a
considerable amount, so they need to ensure that they will see a return. As a result, we need to tie the
advantages of the training to business benefits. When describing our training in the proposal, speak about
how the training will affect the company after it has been implemented. For example, if we’re delivering
health and safety training to warehouse employees, our proposal should speak about how the company
will be able to reduce the number of accidents and injuries their employees have. As a result, they may be
able to reduce legal disputes as well.

 Provide a Few Options in our Proposal for Training Services

Unless we have a very clear idea of the company’s training budget and resources, it’s wise to present a
couple of options for training programs. We can provide options that vary in price or time. For example,
provide a high-cost and low-cost option, or provide a one-day training and three-day training option. We
can also present different delivery methods of training. For example, the company may prefer a pre-
recorded video training compared to a live training seminar. When we give the company options, they can
find the training that best works for their situation.

 Offer an Evaluation Plan

Our training proposal should include an evaluation plan. Tie our evaluation plan back to the company’s
main goal for the training and the benefits you have promised them.
For example, if the company’s goal for operations training was to increase the efficiency of their
management team, we can evaluate the training by focusing on specific processes before and after the
training. Measure how long it takes a manager to create the weekly schedule before and after the training,
for example. This helps the company to see how successful the training was, and will help them decide
whether or not they will participate in future training.

MODULE 4: Evaluation of Training and Development Programme

Training evaluation is the systematic process of collecting information and using that information to
improve our training. Evaluation provides feedback to help us identify if our training achieved our
intended outcomes, and helps us make decisions about future trainings.

An evaluation offer training program may focuses on any of the following:

 Whether the participants benefited from the program

 Whether the learning objectives of a training program were met
 Whether new knowledge or skill was gained as a result of the training
 What impact the training had on actual performance of the participants on the job
 If the program actually meet the required business need

The main types of evaluations for training programs are:

 Formative
 Summative
 Process
 Outcomes
 Impact

Formative Evaluation: Evaluates a training program during its development stage in order to make
modifications early on to help improve the program. It is usually conducted when a new training program
is being first developed or when an existing program is being modified. The purpose of this type of
evaluation is to ensure a program and/or its activities meets the needs of the intended audience before it is
fully implemented.

Summative evaluation: It is the method of assessing the value and effectiveness of a training program at
the end of the program activities. The findings are used to help decide whether a program and its activities
should be continued or modified for improvement. Summative evaluations occur at the end of a program
to provide an overall assessment of program effectiveness.

Process evaluation: It determines whether a training program and this activities have been implemented
as intended. These evaluations are typically conducted periodically throughout the life of the training
program to address possible inefficiencies. It is used when a program is implemented to ensure that the
program is efficient and effective. It can also be used during the latter stages of a program’s life to ensure
it is still achieving its intended goals.

Outcomes evaluation: This evaluation measures program effects on the target audience by assessing the
outcome objectives that the program was intended to achieve. Essentially, they determined what the
participants were able to do as a result of training. These type of evaluation focuses on the changes in
knowledge, attitude and behaviors that resulted from programs activities.

Impact evaluation: An impact evaluation assesses a program effectiveness in achieving its ultimate
business goals. They determine how well the program achieved its learning objectives, and how the
results of the training affected the overall business strategic goals. Essentially these evaluations attempt to
determine the direct impact the training had on the business performance.

Different types of training

 On-the-job oriented training methods:

 Simulation Methods:
 Knowledge-Based Method:
 Experiential Methods:

On-the-job oriented training method

This type of training method is done by provided two types of training. They are:
(i) On-the-job Training (OJT):
In this method, the new employee is placed on a job and taught the skills necessary to perform it. A
trainer or superior teaches the employee. Since trainee learns by observing and handling the job, this
method is also termed as ‘observing, and copying’ or ‘learning by doing’.

(ii) Job Instruction Training (JIT):

In this method, a trainer or supervisor gives instructions to an employee how to perform his job. This
method of training is appropriate for acquisition or improvement of motor skills and routine and repetitive
operations.

Simulation Methods
Simulation is a technique which duplicates, as nearly as possible, the actual conditions encountered on a
job. These methods have been most widely used in the aeronautical industry. This kind of training can be
provided to the employees by following different approaches. They are;

(i) Role Play: In this method of training, the trainees are required to enact defined roles on the basis of
oral or written description of a particular situation. This method is mostly used for developing
interpersonal interactions and relations among the employees

(ii) Case method: The case is an actual event or situation on organisational problems which is a written
description for discussion purpose. Trainees are asked to analyse the event or circumstances with an
objective to identify the problem, trace out the causes for it and find out the solution to solve the
problems.
(iii) Management Games: Then, trainees are divided into groups who represent the management of
competing companies. They make decisions just like these are made in real-life situations. Decisions
made by the groups are evaluated and the likely implications of the decisions are fed back to the groups.

(iv) Vestibule training: This type of training is commonly used for training personnel of clerical and
semi-skilled grades. The duration of training ranges from a few days to a few weeks. This method relates
theory with practice.

Knowledge-based methods
In this method, an attempt is made to impart employee’s knowledge in any subject area covering the
aspects like its concepts and theories, basic principles and pure and applied knowing of the subject. The
common methods that fall into this category are:

(i) Lectures: In this method, the trainer provides knowledge to the trainee’s usually from prepared notes.
Notes are also given to the trainees. It is a low cost method.

(ii) Conferences or seminars: In this method, the trainer delivers a lecture on the particular subject
which is followed by queries and discussions. This method is used, to help employees develop problem-
solving skills.

(iii) Programmed Instructions: This is the recently developed technique based on the principle of
positive reinforcement developed by B.F. Skinner. This technique is used to teach non- motor and
behavioural skills. However, this method is expensive and time consuming also.

Experimental Methods
The objective of these methods is to help an individual understand one and others. This is done through
attitudinal change. Such understanding helps an individual understand the dynamics of human
relationships in a work situation, including at times his managerial style. Some of the methods used for
this purpose are:

(i) Sensitivity training: aim of this training is to increase interpersonal openness, greater concern for
others, increased tolerance for individual differences, enhanced listening skills, and increased trust and
support amoung employees.

(ii) Transactional Analysis: It is a tool of improving human relations and interactions, and of promoting
rationale and mature behaviour. It identifies three main aspects of human personality: Parent (taught
behaviour), Adult (thought behaviour), and Child (felt behaviour).

Reasons for evaluating training:

 To identify the program’s strength and weakness
 To assess weather content, organization, and administration of the program contribute to learning
and the use of training content on the job
 To identify which trainees benefited most or least from the program
 To gather data to assist in marketing training programs.
 To determine the financial benefits and costs of the program.
 To compare the costs and benefits of training versus non training investments.
  To compare the costs and benefit of different training programs to choose the best program.

Evaluation process

1. Choosing the appropriate model

There are various types of training evaluation models available and each targets different areas. So the
first step to getting started in evaluating training programs is by choosing the best model that will fit the
needs of your evaluation.
Below are 3 of the commonly used training evaluation model:
 Kirkpatrick’s Four-level Model
This training evaluation process is used globally by businesses that aim to get a return on investment
(ROI) through cost-effective and time-efficient training sessions. This model breaks down the evaluation
process into 4 levels:
1. Reaction
2. Learning
3. Behaviour
4. Result

 The CIRO Model

The CIRO (context, input, reaction, and output) model evaluates the effectiveness of management training
courses. It focuses on measurements taken before and after carrying out the training program. The
training evaluation process is also broken down to 3 stages:

Stage 1: Context – This stage assesses the organization or business’s operational situation to identify and
evaluate the training needs and objectives
Stage 2: Reaction – In this stage, feedback from the participants is collected. The information gathered
from this stage is used to further improve the training program.
Stage 3: Outcome – This stage evaluates the results of the training program.

 Phillips ROI Model

The Phillips ROI model evaluates the training program’s return on investment (ROI). This model
basically emulates the scope and sequence of the Kirkpatrick’s Model, but with an additional step. The
five levels of the model are as follows:

 Level 1: Reaction –The model starts with evaluating the participant’s reaction and satisfaction to the
training program.
 Level 2: Learning – This level measures the skills and knowledge gained by the participants
 Level 3: Application and implementation –This level measures whether the participants of the training
program learned anything from training upon returning to the workplace.
 Level 4: Impact -- It identifies whether other factors aside from training affected the outcome.
 Level 5: Return on investment (ROI) – This added level is designed to measure the ROI with the use of
cost-benefit analysis to compare the monetary value of the business outcomes with the costs of the
training program(s).
2. Determine indicators of training effectiveness

To effectively evaluate training programs, practitioners of the training program must first define
the indicators of “effectiveness.” some indicators that can help in measuring training effectiveness are
 New skills and knowledge
 Learning experience
 Employee happiness
 Cultural impact
 Efficiency impact
 Financial impact

3. Choosing the right method and collecting data

We can use various methods for collecting the data. Some of them are:

Questionnaires – these are sets of questions commonly used for gathering statistical information from
participants on a particular topic. This can be used as a tool when conducting surveys for trainees after the
completion of the training program.
Interviews – this can be conducted either face-to-face or online. Interviews can help provide trainers with
more valuable and detailed information on the employee’s experience with the training.
Focus groups – these are facilitated discussions among a small group of participants who underwent the
same training program. This is helpful if the goal of the trainers is to explore the participant’s insight and
feelings towards the training and to gather some feedback on how the training can be improved.
Observation – this method is done by observing the participant’s behavioral change in a workplace
setting. The trainer or assigned evaluator will observe how they complete tasks or engage with processes
and team activities.

4. Analyze Data
The final step is to analyze the data collected and to document the findings of the performed training
evaluation. The record of the training evaluation will be a critical component for future improvements in
the organization’s approach to training programs.

Different phases of evaluation;

Mainly there are 3 phases of training evaluation. They are;

1. Pre-training Evaluation
2. Evaluation during Training
3. Post-Training Evaluation

Pre-training evaluation
In this stage, an evaluation is made in the beginning of the training programme in order to understand the
expectations of the trainees from the training programmes and the extent to which they have understood
its objectives. This step enables the training segment to modify the training curricula in such a way that
the objectives of the training programme are aligned to those of the trainees.
Evaluation during training

Training and development segment wants to ensure that training is progressing as expected. Mid-course
corrections can be made in the event of deviation from the envisaged objectives. For example, if trainees
perceive that a training programme is aimed at building communication skill is more theory-oriented,
rather than practice-oriented, the feedback may be useful to modify the instruction method. Thus, it serves
as a verifying tool.

Post-Training evaluation

The criteria used for assessing the impact of training programme include Reaction, Learning, Behaviour
and Results (RLBR).

a. Reactions: This measures the degree of satisfaction of trainees with the training programme, namely
subject matter and content of training programme, the environment, methods of training etc.

b. Learning: It measures the degree to which trainees have acquired new knowledge, skill or
competencies.

c. Behaviour: It measures the behavioural pattern of each and every employees after the training is
conducted

d. Results: It measures the impact of training on business performance which depends on several other
factors like economic climate, marketing, size of investment, etc.

MODELS OF TRAINING EVALUATION

1. Kirk Patrick Model

The Kirkpatrick Model is a globally recognized method of evaluating the results of training and learning
programs. It assesses both formal and informal training methods and rates them against four levels of
criteria: reaction, learning, impact (behavior) , and results.

Level 1: Reaction
The first level of criteria is “reaction,” which measures whether learners find the training engaging,
favorable, and relevant to their jobs. This level is most commonly assessed by an after-training survey
(often referred to as a “smile sheet”) that asks students to rate their experience.

Level 2: Learning
Level 2 gauges the learning of each participant based on whether learners acquire the intended
knowledge, skills, attitude, confidence and commitment to the training. Learning can be evaluated
through both formal and informal methods, and should be evaluated through pre-learning and post-
learning assessments to identify accuracy and comprehension. Methods of assessment include exams or
interview-style evaluations. A defined, clear scoring process must be determined in advance to reduce
inconsistencies.

Level 3: Impact (Behavior)

Measures whether participants were truly impacted by the learning and if they’re applying what they
learn. Assessing behavioral changes makes it possible to know not only whether the skills were
understood, but if it's logistically possible to use the skills in the workplace. lack of behavioral change
may not mean training was ineffective, but that the organization’s current processes and cultural
conditions aren’t fostering an ideal learning environment for the desired change.

Level 4: Results
Measures the learning against an organization's business outcomes— the Key Performance Indicators
(KPIs) that were established before learning was initiated. Common KPI’s include higher return on
investments, less workplace accidents, and larger quantity of sales. Analyzing data at each level allows
organizations to evaluate the relationship between each level to better understand the training results—
and, as an added benefit, allows organizations to readjust plans and correct course throughout the learning
process.

2. CIRO Model

The CIRO Model is a training evaluation model that is used to evaluate the effectiveness of management
training course. the CIRO Model is hierarchical meaning that practitioners must start at the first of its four
levels, before progressing sequentially through the following levels. ‘CIRO’ is an acronym that stands for
the four levels which make up this approach to learning evaluation:

 Context
 Input
 Reaction
 Output
Stage 1: Context Evaluation
At this stage, the CIRO Model is used to assess the operational situation that a business or organization
finds itself in. This provides useful information that can be used to determine the training needs and
objectives. During this first stage, a training-needs analysis is conducted, based upon the conditions in the
organization. The context evaluation helps to flag up any factors that may have an impact on the effect of
the training. The context evaluation also helps identify and evaluate the training needs. In the CIRO
Model, needs are based on collecting performance-deficiency information, ie. what the organization is
lacking. The identified needs are set at the following three levels:

a) Intermediate objective
b) Immediate objective
c) Ultimate objective

Stage 2: Input Evaluation

During the second stage of the CIRO Model, trainers must gather information about possible training
techniques and methods. This is known as the ‘input evaluation’ and helps identify the best choice of
training intervention. This stage also addresses design, planning, management and delivery of the training
course. It analyzes the organization’s resources and determines how these resources can best be used to
achieve the desired objectives.

Stage 3: Reaction Evaluation

The third stage of the CIRO Model involves gathering the views of the participants and collecting
suggestions about the training they received. The trainees are asked to give their reactions to the
following aspects:

 Program content
 Approach
 Value-added

Information gathered at this stage is used to find ways to improve the training program. As this evaluation
is subjective, it must be collected in an objective way.
Stage 4: Outcome

Stage 4: Outcome evaluation

This stage of the CIRO Model involves presenting information about the results of the training. The
results are presented at three different levels;

 Immediate
 Intermediate
 Ultimate level

The immediate results include how the trainees got on and whether they managed to complete the training
successfully. The intermediate outcomes are those that may take some time to implement, such as
changes to the course design, or acquiring new training resource. Outcomes at the ultimate level are the
main goals for the organization, ones that have a far-reaching impact on the organization.

Strategies for effective training transfer

Training transfer means that learners are able to “transfer” their knowledge and skills learned in a training
session back to their jobs. The goal of training is not simply to gain knowledge and skills, but to transfer
learning into performance, which in turn leads to improvements in agency results. Training transfer is not
an event; it is a dynamic and complex process that requires planning.

Effective training transfer can be implemented by;

1. Train both inside and outside our e-Learning portal

Don't view our employee training as an isolated thing that happens in our LMS (Learning Management
Systems). Build a culture of learning that extends beyond our online employee training program and
complements it. Involve managers and peers—not just those few employees directly participating in an
online training program at each time. In general, extend stakeholders beyond trainers, trainees, and their
direct supervisors.

If, for example, we're doing new hire training, get the message across that all senior employees can serve
(and should try to serve) as trainers and mentors, not just the appointed instructors.

2. Encourage skills application

LMS tools such as gamification can be used to increase learner engagement. Our job then is to leverage
gamification and other similar motivational techniques, to boost skills application—as opposed to mere
knowledge retention. Emphasize lesson units that deal with practical skills, and help instill the importance
of knowledge transfer to our learners.

For example, have learners gain more points when they master the more practical parts of a course.

Our content, too, should be reinforcing how acquired skills will benefit the learner—and accompany them
with real-world examples of putting those skills to use.
3. Create a positive learning environment

A negative learning environment will kill not just knowledge transfer but also knowledge retention. In
plain terms, our learners will not only not know how to apply what they've just learned, but they'll not
remember it either. Things like rigid lesson schedules and uncomfortable classrooms, or, even worse,
asking our learners to stay overtime or come to work earlier to listen to some boring lecture, are all
motivational killers. With online learning, our learners can create a positive learning environment for
themselves—be it in their home office, on a plush pillow on their living room floor, or even during their
train commute to work.

For example, eliminate any barriers to training in the workplace, and encourage learners to apply their
newly learned skills in practice

4. Align training with business goals

This advice applies to the entirety of our learning program, from our course content to our training
schedule. We should align our training program with our business goals. Cut anything that doesn't
promote our business goals from our training content.

Encourage in learners the kind of behavior and performance that we expect to see as a result of their
training. Measure the success of our learning program with how well it helped us met our business
goals—which, in itself, should be directly tied to the degree that training transfer occurred.

MODULE 5: Management Development

Management development is the systematic process of training and growth with the ultimate purpose of
organizational growth. In management development programmes, the faculty members share their
experiences in organizational context using anecdotes relevant to the development programmes.
Management development programs shape the managers into new personalities.

Objectives of management development

 To develop managers or executives for better performance on their present job or assignment
 To provide a steady source of competent persons at different levels so as to meet the future
requirements of the organization
 To enable the managers to understand the problems of the business organization insofar as they
arise out of its policies and system of control
 To create conditions and a climate which contribute to the growth process
 To replace elderly executives, who have risen from low ranks, by highly competent and
academically qualified professionals
 To increase morale of the managers
 To acquire knowledge about the problems of human relations
 To increase the versatility of the managers
 To stimulate creativity in the thoughts of managers
 To help the top management to understand the economic, technical and institutional forces in
order to solve business problems
Training for executive level management

Companies typically use executive training programs to prepare managers for leadership roles as well as
help existing executive develop their skills further. Deploying an executive training program for use
throughout a company involves analyzing needs, designing a curriculum, developing materials,
implementing the delivery schedule and evaluating the usage. Ideally, the return on investment warrants
additional development. Executive training ensures that company leaders have the right skills and
knowledge to establish strategic initiatives. Then, employees can produce quality products and services,
making the company competitive in the global economy.

STEPS TO BE FOLLOWED;

Step 1: Assess our managers to identify performance gaps in their executive leadership skills. Through
the use of interviews, focus groups and surveys, find out how motivated our existing managers feel about
leading the organization. Determine if managers have the prerequisite knowledge to build teams, manage
conflict and establish strategic goals. For example, current executives may lack up-to-date technological
knowledge.

Step 2: Design a curriculum to develop executive skills. Write learning objectives and create a program
outline. A typical curriculum prepares executives to delegate effectively, coach employees to produce
results, listen effectively, build relationships, and influence others to create and reinforce corporate values
at every level of our company. Encourage managers to create individual development plans aligned with
business strategic objectives.

Step 3: Develop training materials. For example, create presentations, study guides and reference
materials. For areas needing improvement, use online resources, such as case studies to provide
supplementary examples of successful executive behavior. Combine classroom training including role-
play exercises, storytelling and simulations with self-study activities. Encourage managers to seek
executive mentors and write a learning log to document their experiences.

Step 4: Implement our executive training program throughout our company. Use web conferencing
software tools to deliver distance learning alternatives to reduce travel costs typically incurred by
implementing corporate training programs. Promote our events using newsletters, email and social media
tools, such as blogs, wikis and forums. Provide a support network for emerging leaders so they can learn
from each other. Assemble and categorize a list of resources required by your managers developing their
executive skills. For example, create a document library to support executives in managing change. These
materials should help managers identify a need for change, create a vision statement for change, identify
barriers to achieving the desired change and overcome objections to support the transition.

Step 5: Evaluate our training program by conducting followup surveys, running focus groups and
interviewing participants to ensure they have the tools and knowledge needed to transition to executive
roles. Expertise in process management, people development and customer requirements gathering
typically results in improved operational metrics, such as sales, profits and cost savings.

Components of Training for Management Development Programme

There are 4 important components for a management development program. They are:
1. Ascertaining development needs:

These needs call for an evaluation of the future growth. This will include the expansion policies of the
organisation as well as the competitive situation the organisation is in, as far as the managerial techniques
are concerned.

2. An appraisal of present management talent:

This would include a complete and comprehensive file on each manager with his talents, his potential for
growth. An objective analysis of his personal traits is also made.

3. Planning of individual development programmes:

Individual attention is paid and each development programme is tailor made to meet the needs of different
individuals, keeping in view their differences in their attitudes and behaviour and in their physical,
emotional and intellectual qualities. In general, some comprehensive development programmes are
prepared in the form of concentrated brief courses and these courses may be in the field of human
relations, creative thinking, time and motion studies, memory training decision making, leadership
development etc.

4. Evaluation of development programmes:

The evaluation of the effects of these training programmes is an attempt to obtain feedback on the effects
of the training programme and to assess the value of the training in the light of this feedback. This
evaluation is helpful because:

(i) It discloses the relevance of the programmes to an organisation’s needs.

(ii) It reveals whether the programmes have contributed to the effectiveness of an organisation.

(iii) It ascertains whether the programmes be continued, modified or placed.

Management Development Process

1. Organisational planning

This step is concerned with ascertaining development needs that calls for organizational planning and
forecast of its needs for present and future growth. This is generally based upon a comprehensive program
of job description, and job specification and the job analysis. The management should ascertain well in
advance the future course of organizational development, the kind of executives needed and the kind of
education, experience, training, special knowledge, skill, personal traits etc required for each work

2. Assessment of present management talent

It is made with a view to determine qualitatively the type of personnel that is available within an
organization itself. The performance of a management individual is compared with the standard expected
of him. His personal traits are also analyzed so that a value judgment may be made of his potential for
advancement.
 3. Preparation of management manpower inventory

It is prepared for the purpose of getting complete information about each management individual’s bio
data and educational qualifications, the result of tests and performance appraisal. The information is
generally maintained on cards, one for each individual. It may also be maintained on replacement tables
or charts. From these, it can be known that several capable executives are available for training for higher
positions.

4. Management development program planning

It is done to meet the needs of different individuals keeping in view the differences in their attitudes and
behavior and in their physical, intellectual and emotional qualities. The weak and strong points of an
individual are known from his/her performance appraisal reports and on the basis of these tailor-made
programs are framed and launched. Such programs give due attention to the interests and goals of the
subordinates and the training and development opportunities which exist within an organization

5. Implementation of development program

This job is done by personnel department. A comprehensive and well conceived program is generally
prepared containing brief courses. Such courses may be in the field of human relations, time and motion
study, creative thinking, memory training, decision making, leadership courses and courses in profession.

6. Evaluation of development program

The evaluation training are assessing the reactions of trainees, job behavior, improvement in performance,
contribution to organizational objectives etc. The means of evaluating development programs may
include observation ratings, surveys, interviews etc.

Company Strategies for Providing Development

1. Conduct skill gap analysis

Companies can use skill gap analysis to catalog the skills and competencies of their current workforce,
compare that with the needs of the company and then create an employee development strategic plan.
This can be extended to future planning as well. Skill gap analysis helps organizations and their
employees continue to grow and learn in today’s fast-paced world.

Steps to perform skill gap analysis:

 Describe roles in the organization

 Describe skills and priorities
 Perform an assessment
 Compile and analyze results
 2. Use the right corporate training tools

From onboarding to continual development, many modern systems can help create better business models
and informed employees. some of the common elements that businesses use to create vibrant training
models for workers are;

 Learning Management Systems (LMS)

A learning management system (LMS) is a software application or web-based technology used to plan,
implement and assess a specific learning process. It is the most fundamental tools for corporate training.
By aggregating information about results, learning management systems can evaluate the success of
training.

 MOOCs
Another great resource for corporate digital training is massive open online courses (MOOCs). Many of
these courses include video-based components that provide a hands-on training strategy for employees.
MOOCs are becoming part of the U.S. educational system, but they can also be vital in an enterprise
training context. Companies can find these resources on open platforms and integrate them into their
eLearning processes.

 Workforce management system

Workforce management software provides resources for evaluating the activities of workers. It can
integrate training functionality along with payroll, tax, scheduling and performance features. Workforce
management systems can be particularly effective in evaluating the performance and learning of an
employee over time. For example, aspects of workforce management software may document continuing
education and professional development.

 360 degree feedback tools

360-degree feedback is a software tool in which employees can self-evaluate, and are also evaluated by
others. The versatility of 360-degree feedback means that these evaluations may be done by supervisors
but also by peers or people outside the company. By looking in depth at actionable feedback on employee
performance, company leaders can chart a course forward for the business, focusing on the important
areas in which improvement is needed.

 Digital employee assessments

Businesses want to make sure training strategies work and employees have broadened their knowledge as
a result. Assessment tools will show how processes are working over time, and whether the business
needs to put key changes in place to drive a better-educated workforce.

3. Build a learning management program

Learning management programs help businesses and educational institutions track, administer and report
on educational courses or training programs. These programs are often used when onboarding new
employees, but they can also be used in more general people development strategy, such as external
customer-facing training sessions.