INCDO: CHALLENGES OF DESIGNING AND IMPLEMENTING

CUSTOMIZED TRAINING
By Group 4

1. What factors do training managers consider in assessing the training

needs?
When establishing the requirements for training, training managers take a
variety of factors into consideration, including the following:
• A disparity between the employee's skills and the requirements of the
function
• The employee's prior education as well as their level of experience
• Previous training programmers have been finished.
• Observations made during the last performance evaluation
• Adjustments to the employee's tasks that have been predetermined and
scheduled.
• The department's yearly plan for its commercial endeavors
• New organizational efforts and endeavors

2. What are the decisions, activities and tasks that a training manager must
plan and execute when conceptualizing, designing and implementing an
effective training program?

Training managers who work within the framework of an organization are

limited by a number of factors and rules that limit and guide their collective
thinking about how to run a training programme that is both effective and
efficient. In Mehta's case in particular, and for training managers in general,
the following things need to be taken into account when setting up and
running a training programme in an organization:

1) Conceptualizing:
By interviewing: The people in charge of training should communicate to
department managers and staff to find out what is being asked for,
especially a Training Needs Analysis (TNA) (e.g., Mehta met Anand in his
office the next morning of the e-mail communication). As well as getting
important information that will help with the design of the training
 programme. This extra information is mostly about and can be can get
by:
i. Asking questions is key: specific inquiries that are essential for
modifying a training course, like: Number of participants, Knowing
the background, Duration, number of days, and time availability
ii. Expectations: It is essential to have a clear understanding of the
goals that employers or department managers aim to accomplish
during and after the training.
iii. Formulating the final picture: Training managers must to have
been able to comprehend every input in order to get a thorough
understanding of what is required and how it should be carried
out. This would have prepared the ground for all the actions to
come.

2) Designing:
A. Creating content: Content refers to the information that will be
presented to participants and included in the training programme. It can
take on a variety of forms, such as being informational, practical, or
theoretical.
B. Alignment: Training materials should be organized and not left open
in all directions. Instead, they should be focused in the same strategic
direction as the company's goals. Here, we talk about two dimensions in
particular:
i. Roles on the job: Training should mirror and show what is expected
of people on the job.
ii. Organizational goals: It should also be planned to give staff members
the knowledge and skills they need to carry out and reach the
organization's goals.
C. Material: In this case, extra care should be taken to make sure that
participants get the most up-to-date information possible and to decide
which readings they should keep up with before, during, and after the
training session.
D. Activities: These should also be planned as a type of content, since
they are necessary for giving presentations that are both informative
and original.
E. Timetable: A detailed chart that shows how much time is available for
each stage of a training programme.

3) Implementation:
A. Source: In this case, a training manager should make the following
decisions about who will provide the training:
I. Internally refers to the training division and its trainer, which in
IndCO's example is Mehta from IMDC.
II. External sources, which are often the most expensive, include
specialist experts or training organizations.
III. Online: a new way to do things that is scalable, cost-effective, and
flexible.
B. Location: where the training will take place.
i. Internal: Most of the organization's internal spaces are set up like
classrooms, which helps keep costs down.
ii. External: This depends on the structure of the training
programme and where it takes place, which is often more expensive
because of travel and housing costs. But these places give better
results because you can get away from the stressful workplace.
C. Logistics: one-of-a-kind physical and digital infrastructure,
refreshments, food, furniture, a projector, etc., everything else needed
to run the training programme.
D. Evaluation: "If you can't measure it, you can't manage it," as Peter
Drucker famously said. This kind of measurement shows if the goals of
the training programme were met. Kirkpatrick's model of evaluation
should be used with the following in mind:
i. Reaction: Did the training make the participants happy and
exciting from beginning to end?
ii. Learning: Did the participants learn what they needed to know?
Did the training inspire them to keep learning after the programme
was over?
iii. Behavior: Were the people who took the training able to use
what they had learned at work?
 iii. Results: Did the training improve the overall performance of the
people who took it, which in turn made the company more
successful? Did it pay off?

3. When deciding whether to complete a training program in house

or outsource some aspects of it, what factors and perspectives
should a training manager consider? (Discuss the reasons for
choosing outsourced versus in-house training).
The decision of whether to conduct a training program in-house or to
outsource some aspect of it is an important one that has a significant
impact on the outcome of the program. There are many factors and
perspectives that a training manager in INDCO needs to take into
account before making a decision. Some of the most important
considerations include the availability of a competent trainer, the cost of
hiring an external trainer, the availability of the trainer for the dates the
training is proposed, and the venue of the training program.

Availability of a competent trainer: The first factor to consider is the

availability of a competent trainer for the required course within the
organization. If the organization already has an internal trainer who has
the necessary knowledge, experience, and skills to conduct the training
program, it may make more sense to keep the program in-house. This
not only saves on costs associated with hiring an external trainer but
also ensures that the training program is consistent with the
organization's culture and values. Furthermore, having an internal trainer
familiar with the organization's operations and personnel may result in a
more individualized approach to the training program.
On the other hand, if the organization does not have an internal trainer
with the required knowledge, experience, and skills, outsourcing may be
the best option. This provides the organization with access to specialised
skills and resources that may not be readily available within the
organization. The external trainer can bring in new ideas and
perspectives that can enhance the training program and benefit the
organization.

Cost: The second factor to consider is the cost of hiring an external

trainer and the availability of the budget for the training program.
Outsourcing can be a more cost-effective option when viewed over the
long term in terms of cost because it eliminates the need to hire new
employees, provide them with training, or invest in new pieces of
equipment. However, if the organization has a limited budget for the
training program, in-house training may be the better option as it enables
a greater degree of cost control. In-house training also has the potential
to result in long-term cost savings via improvements in productivity and
reductions in employee turnover.

Flexibility: The third factor to consider is the availability of the trainer for
the dates the training is proposed. When compared to in-house training,
outsourcing provides significantly more flexibility in terms of scheduling
and the ability to adapt to changing requirements. This is because
external trainers typically have more experience and are used to
conducting training programs on various dates and at different venues.
However, if the organization requires the trainer to be available on
specific dates, in-house training may be the better option as it provides a
greater degree of control over the schedule of the training program.

Control: The fourth factor to consider is the venue of the training

program. In-house training provides the organization with more control
over the venue of the training program. The organization can choose a
venue that is suitable for its personnel and operations. On the other
hand, outsourcing may provide the organization with access to
specialized training facilities that may not be available in-house. The
choice between in-house and outsourced training will depend on the
specific requirements of the organization and its personnel.
In conclusion, when deciding whether to complete a training program in-
house or to outsource some aspect of it, training managers in INDCO
need to carefully weigh the benefits and drawbacks of each approach.
The factors that should be considered include the availability of a
competent trainer, the cost of hiring an external trainer, the availability of
the trainer for the dates the training is proposed, and the venue of the
training program. The decision should be based on the specific needs
and challenges of the organization and the desired outcome of the
training program.
4. What is your assessment of MRD's requirements? Based on the
information provided, do you think training program will meet
MRD’s requirements?

Mehta made it a priority to find out as much as possible about Anand's

requirements before coming up with a training programme. However,
she only employed one tactic to obtain the necessary data: a series of
in-depth interviews with Anand. There is no way to know how this will
affect the program's strategy, planning, or execution at this time (the
topics chosen, the learning approach, etc.). There are at least fifteen
unreasonable demands placed on the training programme, all of which
appear to be driven by the desires of top management rather than the
necessities of the people who would be receiving the training. According
to Anand, it will take numerous training sessions for the attendees to
develop the strategic skills they need to do their jobs successfully. We
anticipated Mehta, as director of the training department and given the
gravity of the situation, to take greater initiative in warning Anand's of the
repercussions of moving too quickly. Our faith in the training program's
ability to meet MRD's requirements stems from its innovative, contextual,
and participatory approach to education and training. Given that Pathak
will be using a consultative approach with the trainees, the training will
be all-encompassing in terms of activities and takeaways that are
directly applicable to the trainees' professional obligations. Before
deciding on the content or structure of the training programme, Mehta
should make an effort to determine the actual requirements of the
program's target audience. The requirements laid down by Anand, which
are of a more management and strategic nature, are strictly adhered to.
Nonetheless, that doesn't mean they're the only one’s worth thinking
about. To concentrate in on more specific learning objectives and results
for the programme, Mehta can look into the role descriptions of the
candidates and arrange small focus groups. Alternatively, she may poll
potential programme participants to learn more about their needs and
wants. Because it is specifically designed for MRD and is directly related
to the department's current activities, Pathak's proposed training
programme sounds like it could genuinely meet the demands of the
MRD team in terms of training topics and learning outcomes. On the
other hand, the short notice and lack of familiarity between the trainer
and the trainees may cause the programme to fall short in crucial
respects, such as the delivery of training subjects (by a trainer they have
never worked with before) and the return on investment.