Handbook of Human Resource Management Practice

Good for beginners,students,professionals,general public,contains management definitions,introduction,and process.includes organizational behavior,leadership,motivation,group dynamics,communication,stress management,interpersonal relations,personality development.HRM Planning,Recruitment,selection,job analysis,job enrichment,induction,performance management,training & development,training need analysis,industrial relations,health and safety,welfare and benefit,HR reports,conflict management

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Monday, October 12, 2009

ACHIEVING TRAINING OBJECTIVES

Training objective should be specific for the particular segment of the even or an organization. As mention above, the training objectives may different from the one organization to another; but the objective should be specific for that organization and or specific to part of that organization. i.e. Implement ISO 9000:2001 quality system for Research and Development Division. The above objective is specific, and the employees should be trained for achieve that objective. Even the above objective can be different from a Testing services division. R & D is trial and error method or product development basis and testing services is based on evaluation methods or quality assurance of developed product basis. It definitely may different from marketing and sales division of an organization.

Another important thing of the establishing training objectives is it should be measurable. From a specific method or a process or generally, the objective can be measured. If the objectives can not be measure, the evaluation of the training is difficult. Therefore a good training objective is should be measurable. If the training can not be measure then it will go in to wide area rather than expected, and the trainees may confused because of that. The confusion of a trainee in a training programme may be a reason of lack of participation of the next training programme; and also if the training did not develop the trainee, that will be waste the time of both trainee and trainer. Even that will not make confusion in trainee, but also it happens in the trainer. So the training objectives should be established in measurable way by any one.

The training objective should be achievable by trainees. If the training objectives can not be achievable by trainees, it is also an error of setting training objectives. The training programmes should be motivating employees of an organization; not makes frustration in them. For motivate people and training them in correct way, there should the objectives are achievable. i.e. Implementing ISO 9000:2001 quality system among R & D Division that should be achievable. If the R & D Divisions can not implement the quality system any how, that objective is not achievable for R & D institutes rather than production oriented organization. When setting non achievable training objectives, trainees are may feel that training will not effect for them; and it may only time consuming thing. In organizational level time consuming for non profitable thing is not good. It may reason for profit losses and destroy skillful employees’ skills too. Competence employees may not like to spend their valuable time for non achievable things and it may make stress in their minds too. Then the absenteeism, accidents, and less concerning to work may increase in the organization. So there must to set achievable training objectives when the training is allocating for employees.

The training programme should relevant to an organization or to the employee. Sometimes employees may receive some of training programmes which are not directly relevant to their current fields; but it may have a good opportunity to adapt to new potential field to the employee. Also, some kind of general trainings has involved making employees as “Generalists” not specify to a particular field. That is suitable for most of firms, organizations; but such as medicine, surgeons, and research officers, that is not relative mostly. Those specific job titles have to have a specialization and special abilities. The generalist concept is most suitable to most of organizations because then the employer can rotate employees among the organization in to several types of job responsibilities. To reduce individual stress in an organization, the job rotation is a suitable process. To rotate jobs, employees must have general knowledge and abilities to do assigned tasks well. Training and development programmes can bring the employees up to that standard. In the case of specialized job titles, there have to be a direct relationship between training and the job responsibilities. i.e. to a research officer who is specialized in inorganic chemistry , training related to handicraft or carpentry will not be useful for his research field. That training is useful for a carpenter. When considering nano technology, there is no direct relationship between nano technology and inorganic chemistry, but there is a good potential to apply nano technology in inorganic chemistry such as making free radical coatings with certain materials giving them special properties. Nano technology is related not only to inorganic specialists, but also it’s related to the specialists in organic chemistry. For example nano technology is used in organic chemistry to produce high efficiency hydrocarbons by converting hydrocarbons to nano particles ultimately making high efficiency fuel source. Also, Nano technology is not related to administrative work. Administrative works should have trainings such as PR handling etc. So the relatedness of the training program for employee is an important thing when setting training objectives. The employer or trainer must concentrate on these functions when he or she establishes training objectives to the training programmes.

In both on-the-job and off-the-job training methods, training objectives should be time bound, because the trainee takes time to develop skills in him. When considering off-the-job type trainings, during the training period, the organization may not have a maximum contribution for the production function. Evan in on-the-job type training, there is low contribution from the employee to organization during the training periods. Therefore to minimize this additional time consumption, the trainings should be time bounded. For an employee to achieve a given objective within a given period of time there can be gat efficient automatically. Training programmes and training objectives should be oriented in efficiently. For that purpose, there should be a specific time period to end up the training and develop the trainee.

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