UNIVERSITY OF NAIROBI

SCHOOL OF BUSINESS
DEPARTMENT OF BUSINESS ADMINISTRATION

DHR 313: TRAINING AND DEVELOPMENT

D33/403011/2016 SHARON DERIO
D33/137855/2019 MERCY J. KOSGEI
D33/138605/2019 PHILEMON REINHARD OCHIENG
D33/139643/2020 SHARON CHEPTOO LANGAT

ASSIGNMENT

1. This Assignment will be done in groups of 4 students as a maximum.

2. Identify an organization you would like to study and provide an overview of the
organization as part of the introduction

THE KENYA REVENUE AUTHORITY (KRA)

The Kenya Revenue Authority was established by an Act of Parliament, Chapter 469 of
the laws of Kenya, which became effective on 1st July 1995. KRA is charged with
collecting revenue on behalf of the government of Kenya.
The core functions of the Authority are: -
To assess, collect and account for all revenues in accordance with the written laws and
the specified provisions of the written laws.
To advise on matters relating to the administration of, and collection of revenue under the
written laws or the specified provisions of the written laws.
To perform such other functions in relation to revenue as the Minister may direct.
Mandate 
To assess, collect and account for all revenues in accordance with the written laws and
the specified provisions of the written laws. To advise on matters relating to the
administration of, and collection of revenue under the written laws or the specified
provisions of the written laws.

The organization is divided into seven major departments, each headed by a

Commissioner:

1. Customs & Border Control Department (C&BC)

2. Domestic Taxes Department (DTD)
3. Intelligence & Strategic Operations Department (I&SO)
4. Investigations & Enforcement Department (I&E)
5. Strategy, Innovation & Risk Management Department (SIRM)
6. Corporate Support Services Department (CSS)
7. Legal Services & Board Coordination Department (LS&BC)

In addition to the seven major departments, the Authority has the following four other
departments to harmonize operations and efficiency. (a) Transformation and Leadership
Office (b) Kenya School of Revenue Administration (c) Internal Audit Department (d)
Marketing & Communication Department.

To increase tax compliance percentages and encourage more people to file their taxes, the
Kenya Revenue Authority has an elaborate online portal that allows citizens to log in and
either file tax returns, check their penalties or apply for a certificate of tax compliance.
This is in line with the Kenyan government's efforts to automate service delivery through
the e-Citizen initiative and avoid long, inconvenient physical queues.

KRA is structured into 7 regions, headed by the Regional Coordinators based at their
respective regional headquarters. These regions are North Rift with its headquarters in
Eldoret; South Rift (Nakuru); Western (Kisumu); Southern (Mombasa); Central (Nyeri);
Northern (Embu) and Nairobi whose headquarters are Times Tower along Haile Selassie
Avenue.
Vision
A Globally Trusted Revenue Agency Facilitating Tax and Customs Compliance
Mission
To enhance mobilization of government revenue and to facilitate growth in economic
activities and trade by ensuring compliance with tax and customs laws
Values
Trustworthy
We interact with others in a way that gives them confidence in our intentions and those of
the organization
Ethical
We act with integrity, transparency and honesty in everything we do

3. Analyze its training and development function in terms of

a. Orientation
The type of training that is very essential for the success of employees in an organization
include orientations which are for new employees. The first several days on the job are
crucial in the success of new 11 employees. This point is illustrated by the fact that sixty
percent of all employees who quit do so in the first ten days. Orientation training should
emphasize on the company's history, mission, key members in the organization, the key
members in the department, and how the department helps fulfill the mission of the
company, and personnel rules and regulations. Television, videotapes and films are
audiovisual methods which are the most effective means of providing real world
conditions and situations in a short time. One advantage is that the presentation is the
same no matter how many times it's played. This is not true with lectures, which can
change as the speaker is changed or can be influenced by outside constraints. The major
flaw with the audiovisual method is that it does not allow for questions and interactions
with the speaker, nor does it allow for changes in the presentation for different audiences

b. Job Rotation
An employee may be taken through a series of jobs so he or she can get a good feel of the
tasks that are associated with different jobs. This technique is the job rotation. It is
usually used in training for supervisory positions. The employee learns a little about
everything. This is a good strategy for small businesses because of the many jobs an
employee may be asked to do. Employees are developed to do many different tasks
through apprenticeship. They usually involve several related groups of skills that allow
the apprentice to practice a particular trade, and they take place over a long period of time
in which the apprentice works for, and with, the senior skilled worker. Apprenticeships
are especially appropriate for jobs requiring production skills Combining classroom and
on-the-job training is also an effective method which is often used to train prospective
managers or marketing personnel. This constitutes internships and assistant-ship.
Programmed learning, computer-aided instruction and interactive video allow the trainee
to leam at his or her own pace. Also, they allow material already learned to be bypassed
in favor of material with which a trainee is having difficulty. After the introductory
period, the instructor need not be present, and the trainee can leam as his or her time
allows. These methods sound good, but may be beyond the resources of some small
businesses. Laboratory training is conducted for groups by skilled trainers. It usually is
conducted at a neutral site and is used by upper and middle management trainees to
develop a spirit of teamwork and an increased ability to deal with management and peers.
In developing an effective training program, the program administrator needs to
understand the gaps and those who need to be trained so as to make an informed decision
on the type of training and technique to be used

c. Mechanical - Technical Training

Mechanical-technical training focuses mainly on knowledge of how things work, how to
build them, fix them and maintain them. This frequently focuses on manual skills such as
how to repair a machine. It requires high degree of detailed procedure and is also fairly
straight forward. A large array of skills is also needed to get work done, through and for
others, such as discipline, performance review, effective conflict resolving, and the likes.
This constitutes the interpersonal training. It involves interaction with others individually,
and in groups, it often focuses on attitudes, feelings, and emotions.

d. Administrative Training
focusing on the knowledge of procedures, policies, and rules required to enhance the flow
and coordination of work is referred to as administrative training. Examples include the
process of setting work objectives, implementing succession planning, and procedure for
reporting financial progress. It is straight forward, and clear, mostly focusing on knowing
the rules; and helping people gain skills in applying them. The challenge here is to make
sure learner’s see the relevance of the training and be able to transfer the information
acquired to performance requirements on the job. Specified knowledge and skills that
practicing professionals need in order to execute their professional responsibilities for
example insurance, Law, Tax accounting, and so on may also be the basis of a training.
These are the professional-technical training. The challenge here therefore is that the
people designing or delivering the training are often professionals who know much about
the profession, and little about training.
e. Group Techniques
Group techniques focus on helping teams increase their skills for effective teamwork.
These involve adventure learning which focuses on the development of teamwork and
leadership skills using structured outdoor activities. It is best suited for developing skills
related to group effectiveness such as self-awareness, problem solving, conflict
management and risk taking. Team training is also a method which involves coordinating
the performance of individuals who work together to achieve a common goal. Teams that
are effectively trained develop procedures to identify and resolve errors, coordinate
information gathering and reinforce each other. Action learning involves giving teams or
workgroups an actual problem, having them solve it, and commit an action plan which
they will be held accountable for carrying out.
 2b How do they identify their training needs?

i. Monitor employee performance

Set clear goals for employees and respond to performance blips on an individual basis.
Understanding why performance is off kilter puts you in a better position to respond
positively and offer appropriate training.

Measuring and monitoring performance should be embraced as a means of supporting

employees (not penalising them) and can be a valuable tool in identifying development
opportunities.

Conversely, if an employee continuously over delivers, you could work with them to set
more challenging goals to stretch their abilities.

ii. Set clear expectations for each role

To identify employee training and development needs, you must first set clear
expectations for each role within your business. This creates a benchmark to monitor
performance against.

Review job descriptions when new positions are created, or when making substantial
changes to existing roles. Remember to periodically account for smaller changes as well.

Doing this makes it easier to understand what skills an employee needs if they are to be
successful in each role. And in turn this helps you identify skills gaps and potential
training and development needs.

iii. Make the most of personal development plans

Giving employees the opportunity to lead their personal development can have a
profound effect on their motivation and their engagement in your business.
Well-managed personal development plans improve communication and will also help
you identify any relevant training and development needs.

Use cloud-based HR software such as Breathe – this way both the employee and their
manager can easily stay on top of objectives and performance.

iv. Use focus group to understand employee training and development needs

Focus groups are a useful tool to help you identify training and development needs within
your business. A focus group looks at a cross-section of employees within your business
under the guidance of an expert facilitator.

They are a useful way of gathering employees’ views and opinions about current training
and how to improve what is on offer. Focus groups also help demonstrate that you are
genuinely interested in your employees' opinions.

v. Set up a system of mentoring and coaching

Closely aligning staff with a mentor will help develop skills while identifying additional
employee training and development needs. Mentoring programmes are a great way of
helping employees succeed in their careers and can be as powerful for the mentors as
they are for the mentees.

And don’t think that it needs to be senior managers mentoring younger employees.
Reverse mentoring can be just as powerful.

2c How is training translated to learning outcomes in the organization?

Revenue Authority was strongly influenced by employee training as a motivational factor
thus employees believed that being motivated through training positively affected their
effectiveness in job performance. Training having a positive impact
on Kenya Revenue Authority employees, it also has impact on job performance.
We want Kenyans to be aware, and see tax payment as a patriotic duty, and co-operate in
paying their taxes. Why should the taxman be running after you to pay your taxes? We
need to see those attitudes change, Get the knowledge, for example, on what to do when
importing a donation, what standard of a product to ship to Kenya. We also want big
companies such as multinationals, to think of having a tax office, which handles the
details of their firms. A firm such as KTDA has a tax office, making their paperwork easy
to manage.

We plan to create a learning organization, where each staff member is required to clock
some hours of learning per year. This will be possible where content is delivered through
micro-learning sites such as on departmental portals. We also have an agenda for Africa.
Locally, we are looking at revenue collection from the digital economies, and there are
plans to have this happen in a way that their business value is calculated with a tax
apportioned to these enterprises. We plan to draft an appropriate tax for oil and gas,
which will be a first for the region. Other professionals we look to get in training are
judges, lawyers, and other judicial officers to help them understand tax deeper.

2d How they measure the training outcomes?

KPIs have to be something you can count and measure objectively so that you can track
progress. Training outcomes are the measurable goals learners are expected to achieve at
the end of a training program. Outcomes determine the success (or failure) of
your training strategy since you’ll evaluate training based on whether or not your teams
have reached these outcomes.
Post-training quizzes, one-to-one discussions, employee surveys, participant case studies,
and official certification exams are some ways to measure training effectiveness. The
more data you collect on measurable outcomes, the easier it will be to quantify your
company’s return on investment. Before training begins, it is helpful to plan what factors
you will be measuring and how you will collect these data. Fortunately, some proven
methodologies for measuring training effectiveness already exist.

The Kirkpatrick Evaluation Model

During the 1950s, the University of Wisconsin Professor Donald Kirkpatrick developed
the Kirkpatrick Evaluation Model for evaluating training. With a simple, 4-level
approach, this is one of the most successful models that help you measure the
effectiveness of customized corporate training programs. Here are the four levels of
measurement and the key indicators to look for at each level.

Level 1 - Reaction

This level measures how learners have reacted to the training, the relevance and
usefulness of the training. Use surveys, questionnaires or talk to learners before and after
the course to collect their feedback on the learning experience.

Topics to cover during your discussion:

 Was the course content relevant and easy to follow?

 Ask questions about the learnings and key takeaways.

 Discuss the strengths and weaknesses of the program.
 Understand if the training was able to accommodate the learner’s pace and
learning style.

At the end of Level 1, you should have a good understanding of how well the training
was received and determine any gaps in the training content.

Level 2 - Learning
Measure the knowledge and skills gained by learners as a result of the training. To
measure this level, you can use a combination of metrics such as:

 Test scores during and after the training

 Evaluation of applied learning projects

 Influence on performance KPIs
 Course completion and certification
 Supervisor report and feedback

At this stage of evaluation, you will be able to determine if the training is meeting its set
objectives, what are the specific skills that can be developed with this training, and the
scope for improvements in content and method of delivery.

Level 3 - Behavior

Understand how the training has impacted the learner’s performance and attitude at work.
Evaluate how the training has influenced the learner’s performance and delivery at work
by using a combination of these methods:

 Self-assessment questionnaires

 Informal feedback from peers and managers

 Focus groups
 On-the-job observation
 Actual job performance key performance indicators (KPIs)
 Customer surveys, comments, or complaints

Topics to cover in your assessment include:

 How has learning been implemented at work?

 Are the learners confident to share their new skills and knowledge with their
peers?

Level 4 - Results

Measure the tangible results of the training such as reduced cost, improved quality, faster
project completion, increased productivity, employee retention, better marketing leads,
increased sales, and higher morale. Key metrics to measure are:

 Improved business results

 Increased productivity and quality of work

 Employee retention
 Higher morale
 Customer satisfaction index

4. What are the strengths of the current training and development function in that
organization?
Training and development helps companies gain and retain top talent, increase job
satisfaction and morale, improve productivity and earn more profit. Additionally,
businesses that have actively interested and dedicated employees see 41 percent lower
absenteeism rates, and 17 percent higher productivity. Catering to busy working adults
who have limited time for school, OU’s online MAHR prepares graduates to lead HR
teams in implementing and executing policies that promote employee responsibility,
production, satisfaction and retention, as well as programs that engage employees
through consistent training and development. They will know the benefits of training and
development – the top 5 of which are outlined below – in helping their companies reach
their strategic goals.

1. Retains Employees
Retention is a major challenge for employers but retaining strong workers can be
achieved through career development. In fact, training and development has become so
centralized within businesses that it is often used as a competitive advantage when hiring.
Offering career development initiatives helps employees establish a sense of value within
the company and fosters loyalty, ultimately resulting in increased staff retention and
a 59% lower staff turnover rate.

2. Develops Future Leaders

Targeting employees with the skills for future leadership can be vital in establishing a
business for growth and evolution. Leadership talent can be acquired through new hires,
or HR professionals can select current employees as managerial candidates. According to
the Society for Human Resources Management (SHRM), having professional
development programs ensures an organization is focused on future business goals by
preparing promotable talent.

3. Empowers Employees

Leaders who feel empowered within the workplace will be more effective at influencing
employees and gaining their trust. Consequently, those employees will feel a greater
sense of autonomy, value, and confidence within their work. SHRM defines employee
autonomy as the extent to which an employee feels independent and can makes their own
decisions about the work they do.

4. Boosts Workplace Engagement

Finding ways to bolster the consistent engagement of employees can diminish boredom
in the workplace, which left unchecked can create feelings of dissatisfaction and negative
working habits. Regular training and development initiatives can prevent workplace
idleness and in turn will help businesses establish regular re-evaluation of their
employees, skills and processes. Furthermore, it will influence company culture by
instilling an emphasis on planning and can prompt company analysis and planning as it
requires employers to review existing talent and evaluate growth and development
opportunities internally, rather than via recruitment.

In fact, Forbes measured empowerment and employee engagement in data from over

7,000 employees and found that employees who felt a low level of empowerment were
rated with engagement in the low rankings of the 24th percentile, compared to those who
felt a high level of empowerment and were in the 79th percentile.

5. Builds Workplace Relationships

Finally, providing opportunities for employees to explore new topics, refine their skills
and expand their knowledge can help your team members bond with each other. During
these training and development sessions, they will tackle new challenges together. They
can also lean on one another for various learning opportunities by collaborating with
colleagues who have specific areas of expertise. Research has shown that peer
collaboration is actually their preferred method of learning. Learning from each other’s
strengths not only leads to a more well-rounded workforce, but those bonds can also
improve retention and engagement.

With these five benefits in mind, along with others not covered here, it’s easy to discern
why employee training and development matters in the workplace. If this theory backed
by research sparks interest in you as a business professional, then perhaps a human
resources graduate degree is right for you? Ottawa University’s highly-competitive online
MAHR degree holds the esteemed accreditation from the Higher Learning Commission
(HLC) and the Accreditation Council for Business Schools and Programs (ACBSP),
meeting or exceeding the high merits and criteria of both. The curriculum is divided into
three modules: behavioral courses, core courses, and capstone courses.

5. What are the weaknesses of the current training and development function in that
organization?

Weakness concerning training and development the Organisation.

Training methods.

(a)Off the job training

-This method is completely detached from the workplace: KRA has dynamic practices

on the ground in relation to collection of taxes. Hence an off the job training the

employees may find it difficult to adjust themselves to the company’s requirements

and practical needs.

-Quality may become deteriorated:If the training company and the trainers present

are inept to adapt to modern practices and current scenarios at KRA or if there is a

lack of motivation from the trainers’ side, then the resultant quality will be that of an

inferior one, thereby making the money and the time spent on the whole course, a

huge waste.

(b)Coaching and mentorship

-Increased reliance on coaching and mentorship for training of employees in KRA might
make the new workers become so dependent on their mentors for advice and support that
they cannot function without their presence.There can be enhanced feelings of
resentment.If a mentor is not fully bought into the role they have been asked to play then
mentoring in the workplace can increase resentment. The mentor will feel like they’re
asked to do more than other workers without getting paid more to do it. This will cause
the mentor to potentially avoid teaching the new worker what they need to know, which
causes even more resentment.It takes time to develop high quality mentors.Getting highly
reliable mentors requires effective training classes, workplace experiences, and
encouragement from the executive team.This makes mentoring costly and also without
taking the time to evelop good mentors, there can never be a good mentoring program.
(c) Job rotation

-Job rotation encourages job generalisation rather than specialization amongst employees
hence at KRA one might just have surface level knowledge of many processes but lacks
specialisation in one.It takes time to acquaint workers with a new process that they aren't
familiar with. - Experienced workers may be reluctant or unwilling to learn new job skills
and rotate within KRA Job rotation may create stress and anxiety among workers
working in different environments and departments.

6. In light of your analysis give appropriate recommendations to the organization on

how it can best improve on its training and development function

Training and development shouldn’t be limited to job skills

Of course, you want your employees to be as expert as possible at their job tasks, but
that’s not the only purpose of training and development. To create a unified company
culture, you have to reinforce the staff’s awareness of your organization’s core values.
Failure to communicate the big picture can result in a kind of short-sightedness where
your workers just feel like small, unimportant cogs in an impersonal machine. Whether
it’s from a “Fast Start” training for new hires that outlines the company’s history and
mission or from an ongoing development approach, your development program must be
aimed at integrating workers into the overall values of the company. The Society for
Human Resource Management (SHRM) underlines this point: They say that HR
departments should develop training programs that “outline and reinforce the
organization’s core values and makes sure that appropriate rewards and recognition go to
employees who truly embody the values.”
Check outside reference points

“Before agreeing to support a new initiative, company leaders always want to know what

the competition is doing and whether you’re doing more or less.” That useful advice from
SHRM provides a beginning point for HR professionals looking to upgrade their
company’s training programs. SHRM is a great networking tool for this purpose because
it allows you to keep in touch with your colleagues and learn what training resources
have worked best for them.
It’s also useful to keep in mind that your company will be judged on the basis of how
well it provides a career path for employees. Deloitte’s Josh Bersin urges companies to
keep track of their ratings on Glassdoor because its statistics show that employees place
twice as much emphasis on career opportunities as they do on compensation. Bersin
notes, “our employment brand and ability to attract and engage people is now directly
related to learning.” Keep that goal of employee engagement in your mind; we’ll come
back to it again.
Plan for obsolescence

In this era of rapid technological evolution, training your employees is not a one-and-
done event. You need to look at ways to improve ongoing training and development for
employees. Even if your company isn’t in the midst of changing any internal processes,
your workers are constantly adapting to updated expectations from customers and
company partners. In response to this shifting environment, training is most effective
when it’s integrated into an ongoing program, rather than being confined within certain
limited dates.
Ask your team what they want

Sounds obvious, right? While you undoubtedly have your own agenda of what your staff
needs to learn, you should include them in the final training and development decisions.
After all, they’re the ones who have to put their learning into action, so they have a strong
vested interest in it. When SHRM held focus groups to help shape future development
sessions, a few key points rose to the surface: Employees not only wanted better skills for
accomplishing their job tasks — they also wanted to know WHY those job tasks are
important to the company. Furthermore, they strongly stated that they wanted trainers
who are good at teaching. By seeking employee feedback, you’ll already be ahead of the
game, because employee engagement increases when people feel that their company
listens and responds to feedback.
Take advantage of the amazing new training and development options
If you’ve looked away for a minute or two from the cutting edge of augmented and
virtual reality, you may have missed the fact that these technologies are the new giants in
the workplace training and development field. Police forces around the world are now
being prepared for their jobs by 360-degree virtual environments, as are employees in the
transportation, retail and healthcare industries. Daniel Newman, CEO of Broadsuite
Media Group, says that he is “exhilarated by the possibilities inherent in augmented
reality (AR) workplace training.” He goes on to explain, “Not only does AR open the
doors for limitless creativity and innovation, it also enables enterprises to speed up the
training process and make it more beneficial to employees.” Digital options for training
and development in every industry are multiplying rapidly, and they promise to save your
company money while improving productivity. Plus the technology is new enough to
have some flash and dazzle, simply making it fun for everyone involved.

Making Sure that What is Lacking is Indeed Training

One of the reasons training sometimes yields few results is because the solution tends to
be applied to a problem that would in fact require a different one. It is therefore essential
to evaluate whether the problem you are attempting to solve stems from a shortcoming in
terms of competencies.
Investing in training and development would be useless if the low output is caused by a
lack of motivation, an inappropriate work environment or by difficulties at the
management level.

Training and development of competencies is an appropriate solution if the low output is

indeed caused by insufficient mastery of a certain task, and is therefore related to
knowledge, know-how or behaviour.

Targeting Training Needs

You have determined that a certain employee would certainly need a little boost in order
to develop certain competencies. At this stage, it would be advantageous to complete a
task analysis, which would allow you to get a better grasp on the job requirements and to
formulate realistic and targeted training objectives.

You could do so by evaluating the job description, in other words, by comparing the
requirements for a given position with the skills that the employee has or hasn’t mastered.

You could also proceed through observation. For instance, you might observe how your
most productive employees go about their jobs, which could then make it apparent to you
the areas where one worker may be less efficient.

Ensuring that the Contents of the Training are Pertinent

We all know that time is a precious resource and that employees don’t enjoy having the
impression that they are losing their time. They will therefore be more receptive to the
idea of participating in a training program if they understand how it could be beneficial to
them in their work. Keep in mind that they don’t necessarily want to know the objective
of the training, but, rather, are interested in the impact it might have on their work, their
performance and their ability to contribute towards the objectives of the company.

If you have pre-emptively made an analysis of the tasks, you will have an easier time
selecting a training or creating a development program that directly responds to a specific
employee’s needs. This will greatly increase their motivation to go through the training
and to put the newly acquired information into use.

Confirming that the Approach is Adapted to the Learner

In addition to making sure that the contents are adapted to the job in order to make the
training efficient, the approach must also be adapted to the learner’s specific way of
learning.
For instance, a learner who has a “practical” approach would appreciate concrete
examples and clear visuals. They seek to quickly apply the newly acquired information
because they have a general tendency of learning through practice.

A learner who has a conceptual way of learning would prefer to have a lot of information,
whether it comes in the form of a presentation or readings, and they will want to observe
and reflect upon the new data before applying it. Participating in conferences or webinars
is very suitable for this type of individual.

You can evaluate your employees’ learning style with psychometric tests; this will allow
you to offer a training that corresponds to their natural abilities in terms of learning. This
way, they will learn more quickly and easily.

Internal or External Training?

Should you call upon an external organisation to fulfill your need for training? This, of
course, depends on context.
If shortcomings relate to knowledge about procedures, products or company-specific
systems, you might prefer an internal coach who knows all of your company’s habits and
customs.

If the deficiencies have to do with skills, you will need to weigh the pros and cons. It
could be very beneficial to call upon an external organization that could offer specialized
training.

For instance, training in selling techniques could greatly benefit a salesperson who has a
harder time closing sales. Calling upon an external organization could also be pertinent if
you want to invest in an individual’s development – for instance, a new manager – who
would need a more advance training plan in order to reach full potential.
Then again, if you need to train a larger number of employees, if the training requires
significant follow-ups, or if you have the necessary time and resources for creating a
tailor-made training, it could be very advantageous to choose an internal coach.
Ensuring that the Coach has the Required Skills and Expertise

If you opt for internal training, make sure that the person who has this responsibility has
the required competencies and expertise. If they lack expertise, they will not seem very
credible in the eyes of their colleagues, who will therefore not take the training very
seriously.

The employee that you have selected will need to have coaching abilities, such as good
communication skills and the ability to adapt to others. Also, a coach who is motivated
by being helpful to his colleagues and who will be open to their emotions will have more
of a tendency to use positive reinforcement as a tool to motivate.

It would also be useful to be aware of the coach’s learning style. Since people have a
tendency to transmit information in the way that they themselves prefer learning, this can
sometimes cause incomprehension. For instance, a very conceptual coach might use an
excessively abstract language  that will not correspond to the needs of a practical learner,
who would prefer concrete data – unless the trainer is conscious of this bias.

It could therefore be useful to evaluate the personality and learning style of your potential
coaches.

Therefore, to Increase the Efficiency of your Strategy for Training and Development…

Trainings that are badly targeted and ill-adapted will not allow you to reap the benefits
you have been hoping for, and can therefore be deemed a loss of time and money. Before
suggesting that your employees participate in this or that training, take the time to
evaluate needs and select appropriate subjects and approaches.

A well thought-out training and development strategy is a winning one, since it will
contribute to developing employees’ potential and furthering your company’s outreach.