Posted by Managementguru in Human Resource, Organisational behaviour, Principles of Management, Strategy
on May 24th, 2014 | 0 comments
What are Learning Organizations? Need for Learning Organizations: The ever evolving, dynamic business environment and the complex relationship among various countries in the political and business arena necessitate the need for a learning organization. This becomes essential for organizations to be flexible and be able to respond to change which is the only enduring source of competitive strength. What is a learning organization? A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment. Learning is used to reach their goals and avoid repeating mistakes. Employees learn to link their personal goals to organizational goals and link rewards to key measures of performance. The managers learn to design systems and procedures to motivate learning process and to encourage employees to feel free to share information and take risks. Characteristics of a learning organization: It nurtures a climate of trust in the organization and people are encouraged to learn and develop their #knowledge and skill sets. It inspires human resources in the immediate external environment such as customers, suppliers, creditors etc., to learn as and when possible. The whole business policy revolves around #HRD strategy. The organization subjects itself to continuous transformation in which learning and working run hand-in-hand. Learning Based Techniques: Organizational learning concept is the latest OD (#Organizational Development) technique. #Ernst & Young, the largest #accounting firm has set the following procedures for learning purpose. Managers play a vital role in this transformational process of learning. They are responsible for choosing employees who are willing to and capable of learning, and must ensure that the participants in the program are trainable. They must get the support of #trainees and others. Trainees must be appraised about the benefits that will result from training and the managers also should enjoy the support of supervisors, #co-workers and their sub-ordinates. This is very essential to facilitate learning process, to ensure availing of honor and respect of peers and sub-ordinates. The opinion of trainees, supervisors, co-workers and sub-ordinates must be obtained on the content of training, the location and the time and duration of the training. Managers also play a key role in assisting others in goal-setting and meeting those goals. Goal setting is necessary to improve their performance and direct their attention to specific #behavior that needs to be changed. Managers may assist the sub-ordinates and peers to identify tools and resources for acquiring knowledge. Managers must also focus on providing performance feedback as it serves two objectives; it provides information on performance and serves as a motivating tool. Managers should urge their employees to analyze their performance, identify weaknesses and take action to overcome weaknesses. Managers may assist the employee to transfer the learned skills/knowledge to work. It will be a wiser move to design #training methods in such a way as to enable the trainees to practice skills on their jobs between training sessions. DOWNLOAD THE PDF VERSION...
Posted by Managementguru in Business Management, Change management, Human Resource, Training & Development
on Apr 25th, 2014 | 0 comments
The process of Training Programme Evaluation Evaluation of training programme is basically critical examination of appraisal of training programmers. Appraisal of training programme is necessary for improvement and evaluation is a continuous process. “Learning from mistakes” and transforming them into experience and knowledge is the crux of training evaluation. Areas of Evaluation: The participant’s opinion about the programme Knowledge, attitude, skills learned during the training sessions Behavioral change, if any, as a result of training Pay off and benefits that accrue to the organization resulting from the change in behavior of the trainees. What should the evaluation process consider in the planning stage? Attributes of training programme to be evaluated Standard for evaluation Measuring various aspects of the programme and feedback on the effectiveness of the same Implementation of the programme results Scrutinizing the changes that need to be done in the training session Method of dealing with the change – Who will do it, how will the changes be made, how quickly the changes can be implemented. Steps in the Evaluation Process: Establish acceptable standards and bench marking Data collection Analysis of data, interpretation and drawing conclusions Feedback of the results 1. Establish acceptable standards Standards may be set in any one of the following methods; Setting standards through best practice Setting standards through bench marking 2. Data Collection Data may be collected using any one of the following techniques: Questionnaire Interview Written Test Observation 3. Analysis of Data and Interpretation Raw data should be tabulated – Histogram and frequency distribution yield basic information on the shape of dispersal of data around the mean and standard deviation. Relevant statistical tools must be employed depending upon the purpose of evaluation. 4. Evaluating and Feedback The steps involved in this process are: Design valuation – Includes clear objectives backed up by proper content Evaluation of content – Value and usefulness of the programme content may be measured by seeing the reaction of the trainees. An animated discussion in the classroom is a clear indication of the value the content offers. Usefulness may be known by interviewing the trainees and by comparing the performance impact of training with individual job descriptions. Evaluating the presenters – By taking feedback from the trainees the training quality of the presenter or lecturer may be evaluated. Evaluation of trainees – Three aspects that have to be considered on the part of the trainees are, feeling and opinion, learning and attitudinal changes. Evaluating on the job results and productivity changes – A number of factors affect productivity and pre and post measurement of some of the below mentioned aspects shall throw light on the effect of the training programme. Factors affecting Productivity: Cost Reduction ,grievance reduction, productivity after versus before training, work quality, quantitative results, accident rates, absenteeism, employee suggestions, supervisory rating, profits, sales volume, turnover rates, customer complaints, worker efficiency, training time required for proficiency, cost per untrained employee, new product development, new customers and public relations. Behavioral Factors: Some of the specific behavioral changes listed as follows can be observed before and after the training programme – application of new knowledge, use of new skills, high standards, courtesy, adherence to safety regulations, teamwork, perseverance, honesty, co-operation, quality of work, punctuality, effort, initiative. Useful Information: Sample Training Evaluation Questionnaire 5 evaluation methods to evaluate staff training...
Posted by Managementguru in Human Resource, Principles of Management, Project Management, Training & Development
on Mar 22nd, 2014 | 0 comments
Off-The-Job Training In basket Exercise Recently, the in-basket has become a focus of interest because of its handiness in selection across a wide variety of jobs. A range of techniques have been used to develop in-baskets. In a traditional in-basket exercise, candidates are given time to review the material and initiate in writing whatever actions they believe to be most appropriate in relation to each in-basket item. When time is called for the exercise, the inbasket materials and any notes, letters, memos, or other correspondence written by the candidate are collected for review by one or more evaluators. Often the candidates are then interviewed to ensure that the evaluators understand actions taken by the candidate and the rationale for the actions. If an interview is not possible, it is also quite common to have the candidate complete a summary sheet (i.e., a questionnaire). Lecture A lecture is the method learners often most commonly associate with college and secondary education. Yet, it is also considered one of the least effective methods to use for adult learners. In this method, one person (the trainer) does all of the talking. He or she may use handouts, visual aids, question/answer, or posters to support the lecture. Communication is primarily one-way: from the instructor to the learner. Movies/videos/computer-based training Content for the training experience comes primarily from a videotape or computer-based program. Simulations Trainees participate in a reality-based, interactive activity where they imitate actions required on the job. It is a useful technique for skills development. Simulations are widely used now-a-days in medical field where surgeons find it very useful to train their hands on a virtual human body for complicated surgeries. Self-discovery Trainees discover the competencies on their own using such techniques as guided exercises, books, and research. Role Playing During a role-play, the trainees assume roles and act out situations connected to the learning concepts. It is good for customer service and sales training. Case Studies A case study is a description of a real or imagined situation which contains information that trainees can use to analyze what has occurred and why. The trainees recommend solutions based on the content provided. Seminar Seminars often combine several group methods: lectures, discussions, conferences, and demonstrations. Conference The conference training method is a good problem-solving approach. A group considers a specific problem or issue and they work to reach consensus on statements or solutions. When choosing from among these methods, the trainer must decide which one best suits the trainees, the environment, and the investments available. Many trainers will choose to combine methods or vary them. Others will select a single method that works best for them and never vary. With so many options, a trainer is limited only by his or her...