Southeast University

Assignment
For
The Critical Analysis Of Training & Development Process
Course Title: Training & Development
Course Code: HRM 6184(4)

Submitted To
Jinnat Rehana
Adjunct Faculty, School of Business Studies
Southeast University

Submitted By

Date of Submission : 06 June, 2020

The Critical Analysis Of Training & Development Process

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The critical analysis of training & development process refers to a systematic approach for
developing training programs. The above mention diagram presents the seven steps in this
process.

Nine Steps in the Training & development Process

1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training

1. Assessing Training Needs

Assessing Training Needs is the process in which the company identifies training and
development needs of its employees so that they can do their job effectively. It is a diagnostic
tool which involves a complete analysis of training needs required at various levels of the
organization. This survey gathers data to determine what training needs to be developed to help
individuals and the organization accomplish their goals and objectives. A needs
assessment/survey helps an organization achieve its goals. It reduces gaps between employee
skills and the skills required by the job and department. The training needs assessment survey
can also form the basis (benchmark) for determining effectiveness of the training administered.
We can re-administer the training needs survey after the training was performed to see if there
was an increase in performance/skills as measured by the survey.

There are many aspects when managers are assessing training needs of their team members.
Firstly, the managers need to identify what skill set is required to complete the job or the process.
Second, is to assess existing skill levels of the team members, and lastly, determine the training
gap. Training gap is defined as the difference between the skills required to complete the job and
existing skill set of any particular team member.

Conduct a training needs analysis by either one, or both, of the following.

 External approach - Company, guests, society.
 Internal approach – using a staff opinion survey.
It’s hard to deny that a Training Needs Assessment requires a bit of extra effort. More
importantly, though, it saves time and resources by ensuring that the right training is delivered to
the right people in the right way, and for the best results.

2. Preparing Training Plan

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A training plan is a detailed document that guides the planning and delivery of instruction. A
training session plan – also called a learning plan – is an organized description of the activities
and resources we will use to guide a group toward a specific learning objective.

It takes time to plan a good training session. However, our trainees will benefit from this
preparation. As our plan, we visualize each step of the class. This helps us ensure that we have
thought about everything that we need to say, and that we present information in a logical order.
We'll also be able to prepare for points that people might find difficult to understand. After wer
session, we can use our plan to work out what went well – and what didn't – so that we can adapt
it for future lessons. Last, a training session plan will be invaluable for a substitute instructor, if
we can't make it to class. Our first step is to specify what we want our trainees to learn, and
determine how we will measure this.

To develop a session plan, it's useful to use a standard training plan template. This helps us
organize material consistently over sessions, and avoid duplicating topics. We will determine
about training plan to achieve in the time period.
 Use a holistic approach by using a calendar for inputting our training activities.
 Consider whether to design a long (5-10 years), medium (3-5 years) or short (1 year) term plan.
Training Calendar Example
Training Area Month in year
1 2 3 4 5 6 7
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
………
 For individual personalized training, we must assess the trainees’ weakness and strengths
first before setting up appropriate programs.
 Training areas may be tailor-made.
 Trainee should receive an individual timetable for self progress.
A good preparing training plan will indicate exactly how we will accomplish wer goals. We
should indicate how long training will last, how many sessions will occur, and what will happen
during each session. Make sure that the steps align with our specific and broad objectives.

3. Specifying Training Objectives

Simply put training objectives are the measurable steps needed to achieve the overall training
program goal. Training or learning objectives are the intended measurable outcome that our
learners will achieve once they’ve finished a course. We should detail the information that will
be acquired and what learners will be able to accomplish through learning this information.

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Training Objectives must be specific & measurable.
 To ensure an adequate supply of properly trained employees at all levels of industry.
 To improve to performance of each employee to the highest attainable level and to
develop his potential so that he can take up jobs of higher responsibilities.
 To attain precision and clarity in the transaction of business.

There are three training objectives from the beginning to end:

 Trainees should be able to accomplish after participating in the training program.
 The desired level is of such accomplishment, according to industry or organizational
standards.
 We want to develop attitudes, skills, knowledge or some combination of these three.

It will be easier to create training objectives that are bound to deliver expected outcomes. Always
remember that training sessions do not just come out of thin air. There is always a reason why
training needs to take place. The data gathering and analysis phase of the training cycle should
be able to point these out.

4. Designing the Training Program(s)

Training is a process of learning through a sequence of programmed behavior. It is aimed at
increasing the skills and knowledge with a view to doing a particular job. After the determination
of training needs, plan and objective, the training designing programs need to be implemented.
Designing formal training is time-consuming and expensive. Once it is designed, however, it
needs updating only a operational changes are instituted.

The well-known designing the training programs are as follows:

1. Program duration
2. Program structure
3. Instruction methods
4. Trainers qualifications
5. Nature of trainees
6. Support resources – materials, OHP, classroom, etc.
7. Training location & environment
8. Criteria & methods for assessing participant learning and achievement
9. Criteria & methods for evaluating the program.

5. Selecting Instructional Methods

Note: This is the most important step
 On-the job-training (OJT): Learn while we’re working

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A training method in which a trainee receives instruction and training at his or her workstation
from a supervisor or an experienced coworker. Method by which employees are given hands-on
experience with instructions from their supervisor or other trainer.
OJT is relatively inexpensive. Trainees learn while producing and there is no need for expensive
training facilities like classrooms or programmed learning devices. OJT also facilitates learning
because trainees learn by doing and get prompt feedback on their performance. So it is most
effective because it is learning by experience. It is directly in the context of job where free from
artificial classroom situations. It focuses on often informal, least expensive & highly motivated.
The methods of OJIT is Performance aid, The job rotation method, Coaching/ understudy
method, Mentoring, Job instruction training, Apprenticeship training, Cooperative Training, The
special assignments method & Internship Programs.
Off -the job-training
Employee training at a site away from the actual work environment. the organizations need not
to bear any additional cost of setting up a classroom or a simulated setup for imparting training
to the workers, away from the actual work floor, as in the case of Off-the -Job training. Some
methods of off-the job training are below:

 In house, training or classroom

 External, consultancies or attending external classes
 Independent bodies, such as government talks
 Distance learning, from books or notes
 Computer-assisted learning
 Interactive-video training
 Video conferencing, same as classroom except teachers and students are in
different locations.

6. Completing the Training Plan

 Target group –
This is assessing our audience. Audience analysis is the process of gathering information about
the targeted training audience in to design effective training programs that cater to the learners’
preferences and motivations. Data gathered can determine barriers to success as well as which
training methods will be most effective. The assessment of target group needs-often called needs
assessment-represents one of the first steps in planning and developing completion plan.
Completing the Training Plan and development is an ongoing and interrelated process that, in
addition to assessing client needs, includes selecting appropriate content and methods in program
delivery, managing program delivery, and evaluating program or plan processes and outcomes.

 Topic – task, skill or attitude ingredient

Typically, most training and educational programs have focused on the development of task,
skill, as those are the ones that are most observable and easiest to measure. Attitudes ingredient,
on the other hand are addressed the least by traditional training and educational programs
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because they are the most difficult for people to develop, and are the hardest to measure for
results.
Skill & Task:
Skill relate to the ability to physically perform an activity or task. It includes physical movement,
coordination, dexterity and the application of knowledge. Competency and proficiency in the
execution of skills requires training and practice. Skills are measured in terms of speed, precision
and technique through observation or monitoring. Skills are usually learned through the transfer
of knowledge.
Attitudes:
Attitude is a way of thinking or feeling about someone or something. It includes the manner in
which a person may deal with things emotionally, and it is often reflected in a person’s behavior.
A person’s attitude can significantly affect feelings, values, appreciation and motivations
towards something.

Method – There are two methods and materials with the most effective training techniques
available to help us prepare and equip employees to better do their jobs. Indeed, with so many
choices out there, it can be daunting to determine which methods to use and when to use them.
One is direct (one way communication) and other is indirect (discussion, games, experimental
exercises). Important as evaluation of trainees usually lies on the perception on what they did in
the training session.
Time – length, period, breaks important to consider . The challenge can be the time it takes away
from our regular duties to train or to be trained. It helps when an organization sets a culture that
values employee training and makes it a priority

Location – away from the office.

In order to be executed efficiently, it needs a good job training location plan. If location is nearby
office, drivers will no longer need to worry about where to charge their car or if they can pay for
it.

7. Implementing the Training Program

Once the planning phase of a training program is complete, then it is time to implement the
course. Implementation is the point where a trainer activates the training plan, or it is the process
of putting a training program into operation.
Besides trainers qualifications and experience, the following topics are needed to implement the
training program:
 Participant selection
 Group comfort - physical & psychological
 Trainer enthusiasm & skills
 Effective communication
 Feedback mechanism
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  The need to learn new training skills
 Preparation by trainers.
Moving forward to the actual training, the implementation can take a variety of forms. It may be
classroom instruction; practice opportunities such as role-playing exercises, focus groups, case
studies, or small group assignments; on-the-job skills-based training; the delivery of paper-based
hand-outs for individual reading and study; the completion of e-learning modules on a computer;
a combination of some or all of these; or more.

8. Evaluating the Training

Evaluation is a process to determine the relevance, effectiveness, and impact of activities in light
of their objectives. In evaluating an extension training program, one needs to consider that most
training activities exist in a larger context of projects, programs, and plans.
Three Levels of Evaluation, Such as,
1. Immediate Feedback
 Survey or interview directly after training
A post-training survey shouldn’t focus only on the course. It should also include questions about
the pre-training phase. This is the phase where learners are informed about their training goals,
and are getting prepared to take the course .
2. Post-Training Test
 Trainee applying learned tasks in workplace.
A post-test is a test given to training participants after the instruction is presented or completed.
Using pre-testing and post-testing can show the percentage of knowledge gained.
3. Post-Training Appraisals
 Conducted by immediate supervisors of trainees.
It is important to conduct post training evaluation and monitoring of the Performance , in order
to assess its effectiveness in producing the learning Outcomes specified when the training
intervention was planned, and To indicate where the improvements or changes are required to
make.

9. Planning Future Training

Last step in the training process –
After taking all evaluated comments, trainers should modify the programs to keep good things
and make suggested improvements. It would prove impossible to sustain and support future
training sessions without being able to speak to wer events success. Uses information from
monitoring tasks to inform future planning activities. Planning future training will help establish
a business for growth and change. It will also greatly impact future employee performance and
dedication.

It is mentionable that even with the same topic for different trainees, trainers should address
many parts of the training process again and consider new approaches. If we follow the eight
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steps listed above, we’ll find that our training programs will be much more effective, leading to
an increased training ROI, happier employees, and the attainment of key business goals.

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