FREE online courses on CRM - Developing People-The Key To Success - Appraise
- Evaluate Training
And Development
June 5th, 1944: The largest invasion force ever assembled, awaited
the order of one man: Dwight D. Eisenhower,
Supreme Commander of the Allied Forces. The weather forecasts for the English
Channel had been discouraging: heavy fog and light rain. The men had been cooped
up in their cramped accommodations for over two months, and the tension of the
wait was palpable. Suddenly, the weather improved …should they attack? It was a
momentous decision; over a million men, five thousand vessels, thousands of
aircraft, vehicles and amphibians, all stood by.
Ike pondered the pros and cons…it was the fate
of the poor soldiers that decided him. He had studied
all the records of training and capability analysis, based on evaluation and re-evaluation:
they were as ready now as they would ever be!
He leaned forward, his mind made up: “Gentlemen!”
he said, “let's go!!” The greatest invasion in history was launched by three words
of one man…all because he had taken
personal care to find out that his forces were fully trained …and by the best,
tested methods, appropriate to the job.
There cannot be any guesswork where the fate of your people, as
well as that of your organization, are decided by how well trained they are, to
tackle tomorrow.
Starting from the viewpoint of organizational objectives/ goals/skill-gaps, managers need to
coordinate with trainers and top management in developing the staff of today,
as well as of tomorrow. That is:
-
Organizational objectives/ specific skills required
- Match
person to the training
-
Evaluate: knowledge, skill or behavioral changes perceived e.g. quality
difference, less complaints, sales
-
Enhanced effectiveness as registered by enhanced performance and attitudinal
differences observed
-
External sources: feedback from dealers/ other departments/ public
-
Attitudinal changes in
line managers, who cannot see what evaluation has to do with them.
Development of managerial skills as well
as personal development is hard
to quantify; measurement can become largely subjective. So its better to evaluate how good your methods are:
-
Which
approaches best match (type/ category of individual)
-
Underscores other training methods available
- Tells
you what returns you got on your investment, in terms of time and money
-
Evaluation can reinforce learning
-
Evaluation can be broken down into seven stages:
-
Reaction: get their oral/ written reactions/
responses to the program; record/ analyze/ improve content
-
Observation: record weak areas still remaining,
-
Testing/simulation: in dummy environment, or presentation. Teach them to
identify how they learnt; will be immensely useful for future
-
Expose trainees to a range of training methods, and tabulate results to help
analyze/ generalize findings
-
Questionnaires to analyze attitudes, personal priorities, management styles,
conflict areas, stress levels etc.
- By
measuring results; focus on what activities were most/ least effective.
-
Effects on others: External feedback; inevitable, but
pursue actively.
Unlike
(individual) performance appraisal, T& D evaluation
aims at:
- Assessing whether T& D objectives have been
achieved Identifying which methods of T& D suited who, and why
- Quality of your own departmental T&D efforts
i.e., skill in identifying T&D needs.
QUESTION:
1. Why do managers evaluate men, but never
the system used to evaluate the men?
If you have something to say, say it right here.
2. What, in your
opinion, should be the main features of a check-list designed to evaluate the
on-going efficacy of an evaluation system for appraisal systems? Please share
your views with us.
