Training & Development (TD)
Our services include:
Assessing the workforce supply and demand to identify current and future talent gaps.
Identifying and applying the factors of job design and work structure to improve employee productivity and employee job satisfaction.
Applying person-to-job and person-to-organization fit by designing effective recruiting, selection, and onboarding procedures.
Aligning staffing and people management strategies to company goals and objectives.
Examining the organizations business core competencies and make recommendations for outsourcing or third-party management.
Identifying any employer risk based on current labor laws.
Establishing relevant compliance programs to protect all stakeholders.
Using data from internal and external trends and metrics to drive organizational response plans.
Training and development is vital part of the human resource development. It is assuming ever important role in wake of the advancement of technology which has resulted in ever increasing competition, rise in customer’s expectation of quality and service and a subsequent need to lower costs. It is also become more important globally in order to prepare workers for new jobs. In the current write up, we will focus more on the emerging need of training and development, its implications upon individuals and the employers.
Noted management author Peter Drucker said that the fastest growing industry would be training and development as a result of replacement of industrial workers with knowledge workers. In United States, for example, according to one estimate technology is de-skilling 75 % of the population. This is true for the developing nations and for those who are on the threshold of development. In Japan for example, with increasing number of women joining traditionally male jobs, training is required not only to impart necessary job skills but also for preparing them for the physically demanding jobs. They are trained in everything from sexual harassment policies to the necessary job skills.
The need for Training and Development
Before we say that technology is responsible for increased need of training inputs to employees, it is important to understand that there are other factors too that contribute to the latter. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organization apart from just money. We also require training update employees of the market trends, the change in the employment policies and other things.
The following are the two biggest factors that contribute to the increased need for training and development in organizations:
Change: The word change encapsulates almost everything. It is one of the biggest factors that contribute to the need of training and development. There is, in fact, a direct relationship between the two. Change leads to the need for training and development and training and development leads to individual and organizational change, and the cycle goes on and on. More specifically it is the technology that is driving the need; changing the way how businesses function, compete and deliver.
Development: It is again one the strong reasons for training and development becoming all the more important. Money is not the sole motivator at work and this is especially very true for the 21st century. People who work with organizations seek more than just employment out of their work; they look at holistic development of self. Spirituality and self-awareness, for example, are gaining momentum world over. People seek happiness at jobs which may not be possible unless an individual is aware of the self. At Ford, for example, an individual can enroll himself/herself in a course on ‘self-awareness’, which apparently seems inconsequential to one's performance at work but contributes to the spiritual well being of an individual which is all the more important.
The critical question, however, remains the implications and the contribution of training and development to the bottom line of organizations performance. To assume a leadership position in the market space, an organization will need to emphasise on the kind of programs they use to improvise performance and productivity and not just how much they simply spend on learning!
Providing staff training is one of the most essential elements of good business practice, and making sure training programs for employees are easily accessible isn’t necessarily easy. That’s where LearnUpon can help you. If you need to train employees, our LMS will make sure you can manage, deliver and track training all in one powerful system.
Training and staff development, whether you’re looking at new hires or additional training for established members of your team, can take time and effort. Our clean interface and intuitive features ensure that your employees spend their time learning your content – not our interface. And our capable, committed Customer Support Team and a dedicated Customer Success Account Manager will support you on your learning and employee training journey.
Strengthen your company culture and empower your employees to know and achieve more than ever before. Workplace training can be an actual pleasure!
The features you need
Course creation – matching your employees’ training needs
Reporting – letting you track personnel development in real time
SCORM & xAPI – the standards you need to deliver staff training
Exams & Certification – making sure your staff training works, and proving it
Multi-portal – allowing you to apply company training for everyone in every department
Mobile-friendly – letting your employees train anywhere, anytime
Gamification – encouraging healthy competition among staff trainees
24/7 Support – so you can get your training and development running, fast
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Training new and existing employees can be a company’s biggest challenge, especially in a rapidly changing business environment. When I was chief human resources officer at Mirage and Wynn resorts in Las Vegas, training and developing our teams could not have been more important. But that’s not the case at many companies, where the struggle to convince leadership to invest in training and development is ongoing.
Here are seven key steps you should consider to both build out and update an effective training and development program.
1. Benchmark against the competition
Before agreeing to support a new initiative, company leaders always want to know what the competition is doing and whether you’re doing more or less. This certainly holds true for training and development; that’s why it helps to network with professional colleagues and through organizations like the Society for Human Resource Management to find out what others are doing.
Start by reviewing social media sites to see what customers are saying about you and your competition; that will reveal information about customer satisfaction and preferences that may also support your request for a new training and development.
And then there are all the online surveys you regularly receive from vendors. Fill them out to get the report at the end of the process. This is the kind of information you will need to support your request for a new training and development initiative.
While working on the plan for the Mirage, we asked other startups what they did, what they would do or not do again, and what they would do differently if given the chance. Most of the companies we contacted were outside our market, so they were willing to share information with us.
We visited more than 250 other companies that had launched new businesses, and the No. 1 thing we heard from them was how important it is to train new employees. They reminded us that companies, like people, don’t get a second chance to make a good first impression.
We made important connections through that benchmarking research, and many of those connections have continued to exchange information with us—to our mutual benefit.
2. Survey your employees
The best source of information about organizational performance and needs are your current employees. They know a lot about what’s going on and what, if anything, should be changed. They’ll appreciate your interest and provide valuable feedback about what could be better or eliminated. We held focus groups to see what current employees wanted and needed:
They wanted to know what was expected of them, why it was needed, and how to do it.
They wanted to be trained by someone who knew what they were talking about. We selected supervisors or outstanding employees, and then trained them to be trainers so that they’d know what and how to train, and how to make the training interesting, relevant and fun.
3. Align training with management’s operating goals
Management always has operating goals: better performance, productivity, quality, or customer satisfaction, to name a few. Once you know the goals, you can design targeted programs. Additionally, look for others in your company who have needs that could be satisfied by training: Legal usually supports compliance training, marketing and sales might support training that promotes quality and consistency, and most departments will support supervisory skills training that promotes employee satisfaction.
Design onboarding procedures and new-hire training that ensures employees will be knowledgeable, and focused on standards and customer satisfaction.
Partner with regulatory agencies like the Occupational Safety and Health Administration (health and safety), the Department of Labor (wage and hour compliance) and the Department of Justice (harassment and discrimination training) for compliance training.
Get help designing your materials. Consider contracting with teachers from your local public schools and community colleges. They are trained in instructional design and can work with your company’s subject matter experts to create useful and professional instructional materials.
Get supervisors training on how to improve their communication and coaching skills, and on how best to train a multi-generational workforce.
4. Run it like a business
Every new business starts with a strategic plan. Make sure you draft a plan for your training effort that includes all the classic elements:
Clearly state your purpose and proposed deliverables. Show that you understand the depth and breadth of what you’re proposing.
Include a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis that will help identify the appropriate training.
Construct a realistic budget. Include all expenses, and be conservative (better to under-promise and over-deliver).
Include an analysis of the benefits to your organization so that everyone can better understand the return on their investment.
Know the numbers. Work closely with your company’s financial team to include the appropriate information and how best to display it.
Market your program as if it were for customers. Leverage your public relations, graphicsand marketing departments to brand and promote your programs, and design surveys to get feedback from participants.
Conduct pilot classes to make sure your plan works. Trial runs help identify shortcomings and allow you to refine and make the program as good as everyone expects and needs it to be.
5. Weave it into your company’s culture
Companies want happy employees, so consider a “life-long training” philosophy that focuses on employee satisfaction.
When making promotion decisions, give preference to employees who completed training and performed well. A promotion should be one of the rewards for their efforts. And it answers the employee’s question, “What’s in it for me?”
Celebrate achievements and successes. Let everyone in your organization know when someone completed training and what that means to their growth opportunities. Advertise your programs and participants in internal communications, display their pictures and stories , and talk about it at every employee gathering.
Increase employee engagement by planning more opportunities for them to get involved. They could be trainers or subject matter experts, or could assist in evaluating their new colleagues and helping to reinforce their training.
6. Keep innovating
Throughout my career, I have seen tremendous improvements in the content and delivery methods of training and development programs.
When we opened the Mirage, we used what was then available: slide projectors, white boards and first-generation copies of handouts. As time and technology progressed, we evolved into PowerPoint presentations, graphic workbooks that were more attractive and useful, and digital editing.
I employed lots of “experts” to help design our training, but in the end I found that what our managers needed most was assistance in getting their subject expertise into an appropriate training and learning format.
We employed public school teachers to help develop our instructional manuals and materials. They’re the professionals who teach our children, and they’re trained to do this. They love to work during their vacations, and every city has them. They became a great source of talent to design our instructional materials initially and then update them periodically.
And as we all get more comfortable with technology, there’s a growing need to adopt the latest ideas.
Today there are apps, games, and easy-to-use video and editing tools that can be streamed to mobile devices. We continue to research the latest trends online, network with other organizations and training professionals, and revise our programs to take advantage of the latest best practices.
Case in point: Consider using GoPro and other handheld-type cameras to record messages, then publish them via YouTube. These videos are easily accessed via the Internet on both desktop and mobile devices.
7. Measure results
Successful companies measure outcomes to make sure they continue to get the biggest bang for their buck. The best measures are the simplest ones; incorporate them into your program so everyone knows what’s expected.
We called them “corresponding behaviors”—behaviors you’ll look for and measure on the job to determine if employees actually learned how to perform appropriately. This way, there will be no surprises for employees.
We trained managers who had been the trainers to evaluate employees’ performance several times during their introductory period, and to provide constructive feedback and coaching to let employees know how they were doing in real time; again, maximum feedback and no surprises.
We learned a lot while developing and updating the training and development programs at Mirage and Wynn resorts. Maybe the most important was that training was the best way to keep our promises of quality and excellence to employees and guests.
Arte Nathan served as chief human resources officer for Golden Nugget and its successor companies, Mirage Resorts and Wynn Resorts. He currently teaches, writes and consults; lives in Las Vegas and the Adirondack Mountains in upstate New York; and is an avid musician, hiker, canoeist and book enthusiast.
Kirkpatrick’s Model of Training Evaluation
Organizations spend a huge amount of money for training their employees at various levels and on various competencies, behavioral and technical. Every year new tools are designed to try and cater to individual learning styles and make the training more effective. After all an organization is concerned about its spending and the return on the same!
Donald Kirkpatrick, professor emeritus, university of Wisconsin began working on evaluating the effectiveness of training very early in his life. His early work on the same was published in the year 1959 in a journal of American Society of Training Directors. He laid out four levels for evaluation of any training. This model is arguably the most widespread for evaluation in use. It is simple, very flexible and complete. The four levels as described by Kirkpatrick are as follows:
Reaction of the Trainee - thoughts and feelings of the participants about the training
Learning - the increase in knowledge or understanding as a result of the training
Behavior - extent of change in behavior, attitude or capability
Results - the effect on the bottom line of the company as a result of the training.
The fifth level which is the ROI has been recently added which is not but a part of the original model. The graphic description is as follows:
Level 4 - Results
Was it worth it ?
Level 3 - Behaviour
KSA’s being used on the Job ?
Level 2 - Knowledge
Did they learn anything ?
Level 1 - Reaction
Was the environment suitable ?
The beauty of the model is that each level can only be predicted when the lower level prediction is complete. Thus evaluation at the level of behaviour may not be useful unless evaluation at the knowledge has been completed.
Reaction implies how favorably the participants have responded to the training. This evaluation is primarily quantitative in nature and is a feedback to the training and the trainer. The most common collection tool is the questionnaire that analyses the content, methodology, facilities and the course content.
At the level of learning the evaluation is done on the basis of change in the ASK (Attitudes, skills and knowledge) of the trainees. The evaluation involves observation and analysis of the voice, behaviour, text. Other tools used apart from the observation are interviews, surveys, pre and post tests etc.
Behaviour evaluation analyses the transfer of learning from the training session to the work place. Here the primary tool for evaluation is predominantly the observation. Apart from the observation, a combination of questionnaires and 360 feedbacks are also used.
The results stage makes evaluations towards the bottom line of the organization. Here the definition of the results depends upon the goal of the training program. The evaluation is done by using a control group allowing certain time for the results to be achieved.
There are many other models that are unique in their own ways, nut as mentioned earlier Kirkpatrick’s Model is the one that is accepted and used widely across all industries and with wider applications.