This document outlines the key aspects of training including: - The stages of implementing a training program including needs analysis, design, process, and evaluation. - The objectives of training such as preparing for change, enhancing productivity, and career planning. - Methods for measuring the effectiveness of training including measuring reaction, learning, behavior change, business impact, and return on investment. - The importance of defining training objectives based on organizational goals and identifying individual needs through analysis.

1. Prepared by : Gajendra Khare
Founder & Chief Executive
SCSUNIVERSAL
www.scsuniversal.in
Training
Beginning and End
Major focus on TNA and measuring
its effectiveness

2. Training -Defined
Prepared by Gajendra Khare
By Training for a short period you cannot immediately
move mountains ,drink ocean, eat sun, but definitely
,you can think
If you can , you can ,you can It will Happen
Essence of Training is Initiating Individuals Thinking
Ability
Think to get Trained, Get Trained to Think

3. Training objectives
 To prepare for changing
demands
 To prevent obsolescence
 To align with job
specifications
 To prepare for next job
 To enhance productivity
 Career and Succession
planning
 Benchmarking with outside
world
 To enhance morale

4. Why Training
 Makes you Think
 Helps you to Introspect
 Removes your fear
 Sets Goal
 Personality
Development
 Organizational Culture
Development
 Change Management

5. Stages for Implementing a Training
Programme
TP
MO TNA
E&PM
Management’s Objective
Training Need Analysis
Training Process
Evaluation & Productivity Measurement

6. DESIGN TRAININGS
 For Whom
 What they need
 Why this training
 Where
 How Long
 Resources available
 Expertise
 Effective & Efficient

7. Training Need ANALYSIS-TNA
Group/Organizational Analysis
• Organizational goals and objectives
• Organizational climate indices
• Efficiency indices
• Exit Interviews
• MBO or work planning systems
• Quality Circles
• Customer Feedback
• Change
Individual Analysis
 Performance Appraisal
 Work Sampling
 Interviews
 Questionnaires
 Attitude Surveys
 Training progress
 Rating Scales
 Observation of behavior

8. Management’s Objective
 Vision
 Mission
 Why Training
 Strategies to be
communicated
 Culture to be
adopted
 Bridging the gap

9. Training Process
 Lecture
 Brainstorming
 Role Play
 Lateral Thinking
 Games
 Discussions
 CBT – Computer Based Training
 Case Analysis
 Situation Handling
 Workshops
 Exercises

10. Measurement of training effectiveness
REACTION At this level, participants’
reactions to and satisfaction with
the training program are measured.
Some recommended data to
capture on instruments are:
 - relevance of training to job
 - recommendation of training to
others
 - importance of information
received
 - intention to use
skills/knowledge acquired

11. CONTD…
LEARNING. measured informally with
self-assessments, team assessments,
or facilitator assessments, or
formally with objective tests,
performance testing, or simulations.
Learning self-assessments may ask
participants to rate the following
items:
 - understanding of the
skills/knowledge acquired
 - ability to use the
skills/knowledge acquired
 - confidence in the use of
skills/knowledge acquired
www.CHRMglobal.com

12. Contd………
BEHAVIOR APPLICATION. This
level measures changes in on-the-
job behaviour while the training is
applied or implemented. This
information often is collected
through a follow-up survey or
questionnaire. Key questions asked
concern :
 - the importance of the
skills/knowledge hack on the job
 - the frequency of use of the new
skills/knowledge
 - the effectiveness of the
skills/knowledge when applied on
the job
www.CHRMglobal.com

13. CONTD……..
BUSINESS IMPACT. At this level the
actual business results of the
training program are identified. A
paper-based or automated follow-
up questionnaire can be used to
gather this data. Depending on the
training programs' performance and
business objectives, data may be
gathered on the following:
 - productivity level
 - quality
 - cost control
 - sales revenue
 - customer satisfaction

14. CONTD……
RETURN ON INVESTMENT.
At this level the monetary benefits of the program
are compared with the cost of the program. The
costs of the program must be fully loaded. The
methods used to convert data should be reported.
The ROI calculation for a training program is
identical to the ROI ratio for any other business
investment:
ROI(%) = ((benefits - costs]/costs) x 100
A benefit-cost ratio may also be calculated by
dividing costs into benefits.
INTANGIBLE BENEFITS.
Intangible benefits are measures that are
intentionally not converted to monetary values
because the conversion to monetary data would be
too subjective. It is important to capture and
report intangible benefits of the training program,
such as:
 - increased job satisfaction
 - reduced conflicts
 - reduced stress
 - improved teamwork