Over the last two weeks we have covered the importance of training and strategies to put in place, however perhaps the most important element is evaluating the efforts that have gone into the training and the outcomes achieved. Without assessing its impact, companies won’t know if it has been successful and whether or not to continue with training programs in the future.

It’s imperative that businesses understand why a training program needs to be evaluated. Some of the reasons I have listed below:

• To identify the program’s strengths and weaknesses
  
• To assess whether content, organisation 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 training
  
• 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 benefits of different training programs to choose the best program in future
  

There are two methods of evaluation which every company should follow:

Formulative Evaluation

Also known as internal evaluation, this method of evaluation should be done while the training is in progress as it focuses on the benefits of the process.

Summative Evaluation

Also known as external evaluation, this system assesses the value of the training program and the outcomes that follow.

The most influential studies on the evaluation of training have been done by Professor Donald. L. Kirkpatrick who developed the four level training evaluation model which many businesses follow today.

The principles of the model fall into the following categories:

Reaction – this may best be defined as getting feedback on how much the trainees liked the training program overall. This can be measured throughout the training and at the end by speaking to staff members and handing out surveys.

Learning – discover the principles, facts and techniques that were understood and observed by the participants at the end of the training. Speak to the trainer about topics that were covered and discuss new methods with employees that they learnt throughout the program.

Behaviour – evaluate the changes in on the job behaviour from staff members. These changes are generally acquired in training and then hopefully transferred to the workplace. Also find out what new skills the trainee developed and how they are using this in everyday tasks. Behaviour is most easily evaluated through watching and listening to staff members as they carry out tasks. Speaking to management about changes in employee behaviour is also paramount to this.

Results – analyse the effect on the company due to the training. This can be done through looking at possible reduction of overall costs, reduction of staff turnover and absenteeism, increase in quality of work and improved morale within the workplace.

It’s always important for businesses to look back at their key objectives for investing in training and then compare the latter results with previous findings. Tracking the variables before and after training validates progression and development efforts. A lot of the time, assessing the impact doesn’t necessarily come down to an increase in overall profit. For example:

Supervisor and Management training outcomes could be:

• Increased work output
  
• Reduced absenteeism
  
• Reduced cost of new staff
  
• Increased number of employee engagement
  

Sales training results may take into account:

• Rise in sales volume
  
• Increase in average size of each sale
  
• Upturn in cross selling or add-on sales
  
• Increased call to close ratio
  
• A higher ratio of new accounts to old accounts
  

Customer Relations training should result in:

• More accurate orders being documented
  
• Size of orders being increased
  
• Adherence to credit procedures
  
• More satisfied customers
  
• Increase in repeat business
  
• Growth in customer referrals
  
• Decrease in customer complaints
  

Changes in business do not occur overnight so CEO’s need to remember to be patient. Businesses need to assess the training and development outcomes once or twice a year to identify further needs, as well as discover how to achieve the desired results effectively and efficiently.

All types of training are a long term investment which should, in turn, create more knowledgeable staff members who are loyal to the company. Employees are an imperative business asset, and so investing in them attentively and strategically will result in rewards that prosper for years to come.


The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

Below, I have concentrated on some key guidelines for businesses to follow when contemplating a training development plan:


Analyse Your Needs

Analysing the company’s needs should be the first port of call when making an allowance for training and development. The preferred outcome has to be considered, and therefore CEO’s need to question what they want from the staff training and what changes they would like to see in staff performance or behaviour as a result of investing in training. Companies also have to reflect on their strengths and weaknesses as it will help determine the right type of training for the business. It’s important to take time when designing the training plan or sourcing development courses.


Identify Skill Gaps

When considering training, it’s important to identify possible skill gaps and address current and future leadership needs. CEOs should look at members of staff and how their performance relates to their job description. If there are gaps there, these should be addressed through the development programs.

Recognising the leadership style that drives the company to make it profitable is key. CEO’s need to assess the overall managerial traits and ensure they are in keeping with the style that is most successful. Again, if there are any gaps or dissimilarities, these have to be taken in to account so the preferred leadership skills are developed.


Consider Budget

Companies should always balance the need to save with the long term benefit of training staff. Once the need for development has been established, CEO’s have to determine the best type of training within budget. If staff development is targeted to specific results, then a company will see a better return on money spent. However, if it’s not related to particular outcomes, then spend will be seen as a waste and will not have a positive impact on the business.


Secure Management and Staff Commitment

Before companies execute training programs, there needs to be an agreement between management that training is a priority, as the managerial teams will be pushing and most likely executing the training. Managers have to agree to milestones, costs, dates and deliverables to ensure that the training is successful and positive outcomes are achieved.

Employee commitment is also imperative. Companies should talk to their staff about expected goals being achieved and why they would appreciate a learning effort from the team. In today’s business world, employees tend to look favourably on training, as they see it as investment in their development and value opportunities to learn more skills.


Plan and Deliver Training

Once all the necessary requirements and potential limitations have been assessed, the next step is to decide which type of training budgets allow for and how it will be delivered. There are two options:

Internal Resources – companies should look at what resources they have to training in-house, as experienced employees may be ideal for coaching or mentoring their peers. Internal development is generally less expensive to provide and is often one of the most effective types of training.

External Resources – slightly more expensive but professionally developed, external training also yields positive results. External training generally takes place over a day or a couple of days and includes formal seminars, conferences and private guides/videos.

Delivery options depend on a number of factors such as what’s available, what best suits the company’s needs and what is within budget. Generally decisions include one-to-one or group sessions, e-learning or in-person mentoring and on-site of off-site.


Make Changes from the Start

Once training is in place for existing employees, companies need to ensure that new employees are provided with a positive introduction and orientation into the company culture. The introduction should provide newly appointed employees with induction training, focusing on the successful procedures that have been put in place.

As with any element in business, training can be costly, and therefore it’s imperative to assess its impact over time. In next week’s article I will concentrate on how to analyse company training efforts, as the results aren’t always black and white.



The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

Many companies consider employee training and development as more optional than essential, a perspective which can be costly to both short-term profits and long-term progress. Therefore I have decided to focus on an important topic over three articles - Training: Importance, Strategy and Evaluation.

This week I concentrate on the importance of training and how it is essential to the achievements of a business.

One of the main reasons that training is seen as optional is due to it being a high initial expense. As well as this, employees who are on training courses/sessions, also miss out on time usually dedicated to their job, which could delay the completion of projects or increase work demands on other members of staff. The key to changing the mind set of training is to view it as a capital investment which, if done right, will give an acceptable rate of return. Training and development provides employees and the company as a whole, with long term benefits and presents a prime opportunity to expand the knowledge base of the workforce.

Below I have included factors that are addressed through training:

Improved Employee Performance

Whatever the occupation, employees who receive necessary training relating to their role are better able to perform their job, as they become more mindful of safety practices and procedures for straightforward tasks. Training also builds employee confidence as staff members have a stronger understanding of their sector and responsibilities within the workforce, which often leads to improved performance levels and creative ideas that may add to the success of the company.

Addressing Weaknesses

Employers are often aware of weaknesses each employee has in their workplace skills. Through developing a training program, employers are able to address and strengthen the skills for each individual member of the team. Employees who partake in a development course can be brought to a higher level, resulting in them all having similar talents and expertise, which reduces weak links in the company. Furthermore, if a company has an overall knowledgeable workforce, employees can take over for one another as needed as well as work independently without constant help and supervision from others.

Consistency

Employees only gain consistent background knowledge if training is structured and ongoing. Consistency in training programs is imperative for making staff members aware of company policies and procedures, as all members of the workforce need to be aware of expectations and procedures in place within the business. Policies on topics such as safety, discrimination and administrative tasks can be updated regularly, so consistently informing all employees on changing policies ensures that all they have exposure to the information.

Employee Satisfaction and Retention

It’s a known fact that companies who invest in their workforce tend to have a higher employee satisfaction and retention rate. Staff members feel valued when a company offers training and development programs and as a result are more loyal, increase their performance at work and have general job satisfaction.

As well as this, companies who invest in training immediately open their options to employing a wider range of people with a similar outlook to the company mission statement. As long as a potential employee has the right perspective, training of specific workplace skills can be nurtured.

Overall Skill Improvement

Workforce ability being improved should not only relate to skills within an employee’s specific fields, but also to their interpersonal and communication skills. Staff members need to communicate with other team members, and often members of the public, and so it is imperative that these skills are constantly being developed. Skills that could be emphasized alongside industry specific abilities are how to manage time effectively, how to deal with disputes, and how to be supportive in a team.

It has to be noted that the quality of training employees receive is very important to the welfare of the company. Substandard training results in wasted money and time, as well as cheap work. A quality workforce requires quality training programs, which although means spending more money, results in staff development, career growth and a prosperous business.

In today’s business world, if staff members aren't learning then companies will fall behind the competition. Employees are generally the face of the business that produce, refine and manage products and/or services every day and with the fast pace and international reach of the current marketplace, consistent and continuous learning is critical to a company’s continued success.



The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

The job of human resources has been developing for some time, with HR having become a strategic collaboration with daily business policies. Human resources can be helpful for much more than simply processing payroll or handling the open enrolment season once a year, and now regularly contributes to significant business decisions, advise on critical transitions, and develop the value of the employees.

In any company, HR should be responsible for the following outcomes:

• Strategy Execution
• Administrative Efficiency
• Employee Contribution
• Capacity for Change

Through delivering these outcomes, HR should also play the following corresponding roles within a business:

• As a strategic partner working to support business strategy
• As an administrative expert working to develop organizational procedures and provide basic HR services
• As an employee supporter, listening and responding to needs of employees
• As a change representative to manage and change processes to enable an increase in the effectiveness of the organization

Instead of focusing on one area to another within the company, HR should deliver value to all divisions of an organisation.

When considering working with a HR person, consider hiring people who will be successful business partners, strategic thinkers, and people who will understand the pressures of running an effective business in today's market. It is also important to note that HR leaders are often in a distinctive position regarding the insight they can bring to the table, which should not be confined to a traditional HR agenda. It is imperative to push conversation around business direction, where to capitalise in resources and top level talent issues, such as leadership development and the talent pipeline.

There are some common steps and activities that will increase the likelihood of success with incorporating HR into your organisation:

Strong HR Leadership

As with any major adjustment, a strong leader can develop a clear vision, motivate others to share that vision, and help them work toward achieving it. In order to alter the role of HR in a business, the HR leader will need to work both within the HR team and with the company leaders to restructure expectations of what HR can and will deliver. The realisation of the change will depend on HR's capability to meet the requirements of the organisation and the credibility it develops.

Future Positioning

One way that HR can provide valuable knowledge is by understanding how changing environmental, organisational, and personnel factors will likely influence the business, foresee the associated HR needs, and be prepared to provide suitable solutions to meet those needs. By sustaining emphasis on workplace developments, HR can prepare to evaluate the impact that particular changes are likely to have on a company’s staff and processes and be equipped to work with business leaders on deciding how to respond to being ahead of the curve, not behind it.

Flexibility and Creativity

An HR group that is effective will likely be one that is receptive to the varying requirements of its client. Awareness and response to the changing world of work will involve being flexible as needs and priorities will change alongside any organisational transformations. In addition, traditional processes may not be adequate to meet unique needs of the future, and so HR leaders will likely rely on the creativity of their teams to achieve effective results. Increasing globalization of various markets will require both flexibility and creativity as businesses strive to succeed in new locations with a new workforce.

Delivering Value

HR is often still wrongly perceived as simply a non-revenue generating function. It is important to see the value provided by working with the HR management team to hire the right people, manage them well, pay them appropriately, and build a working environment that encourages success.

The answer to why human resources is important is not simple, however, understanding the advantages of strategic HR will assist you in determining whether in-house HR, outsourced HR or a combination of both suits your company’s needs.

The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.