Techniques of Evaluation of Training
Several techniques of evaluation are being used in organisations. One approach towards evaluation is to use experimental and control groups. Each group is randomly selected, one to receive training (experimental) and the other not to receive training (control).
The random selection helps to assure the formation of groups quite similar to each other. Measures are taken of the relevant indicators of success (e.g. words typed per minute, quality pieces produced per hour, wires attached per minute) before and after training for both groups. If the gains demonstrated by the experimental group are better than those by the control group, the training programme is labelled as successful.
Another method of training evaluation involves longitudinal or time-series analysis. Measurements are taken before the programme begins and are continued during and after the programme is completed. These results are plotted on a graph to determine whether changes have occurred and remain as a result of the training effort. To further validate that change has occurred as a result of training and not due to some other variable, a control group may be included.
One simple method of evaluation is to send a questionnaire to the trainees after the completion of the programme to obtain their opinions about the programme‘s worth. Their opinions could also be obtained through interviews. A variation of this method is to measure the knowledge and/or skills that employees possess at the commencement and completion of training. If the measurement reveals that the results after training are satisfactory, then the training may be taken as successful.
In order to conduct a thorough evaluation of a training programme, it is important to assess the costs and benefits associated with the programme. This is it difficult task, but· is useful in convincing the management about the useful-ness of training.
Executive Development
The stages involved in a management development programme are: '
(i) Organizational Planning, to determine, the company‘s present and future needs;
(ii) Managerial appraisal, to evaluate periodically the abilities and performance of individuals with a view to identifying managers showing a promise of further development and meeting their training needs;
(iii) Programme targeting, to focus the company‘s effects on the most pertinent areas;
(iv) Ascertaining key positions requirements to stress the basic requirements of particular managerial positions;
(v) Replacement of skills inventories, to indicate persons qualified for managerial replacements;
(vi) Planning individual development programmes, to provide specified development programmes for promising managers; and
(vii) Appraising existing programmes, to‘ ascertain areas of improvement to be incorporated in future programmes.
Since the object of management development is to influence and modify the behavior of the managers in operation, it is necessary that in framing a management development programme for specified managerial group, the following points should be involved.
(1) The programme must take care to throw impulses into-the system in a manner that generates the urge to behaviour changes from within the trainee manager by the process of evolving rather than an imposition from outside.
(2) Identify the pattern of behaviour of which the programme is aimed at which it seeks to influence and modify.
(3) Identify the nature of the exposure-the impulses that must be introduced into the system-through the development programme, which will touch the springs of motives and responses modifying the behaviour in the desired direction.
Need for Induction of New Employees
The new employee may have some difficulty in settling down to his new job and in developing a sense of belonging. He can easily adjust himself to his new job if he is given a clear explanation of the work of the department to which he is attached. This introduction of the employee to the job is known as induction.
Purpose and Need for Induction
The purpose of induction and orientation is to help the new employee and the organization to accommodate each other. Included in this process may be financial assistances for expenses of travel filling out of pay roll and other forms, introduction to colleagues and explanation of the policies and practices of the organization, many other factors which serve to integrate the new employee into the enterprise.
The need for security, belonging, esteem and knowledge is met through proper induction and orientation. Haphazard procedures, casual greetings, and lack of information can precipitate anxiety, discouragement, disillusionment or defensive behavior, including quitting. A successful induction is that which reduces the anxiety of the new employee. Therefore, such methods which bring this about are explained to company workers.
Any neglect in the area of induction and orientation may lead to labour turnover, confusion and wasted time and expenditure.
Orientation is generally provided on the following :
(i) The significance of the job with all necessary information about it including job training and job hazards.
(ii) The company, its history and products, process of production and major operations involves in his job;
(iii) Structure of the organization - the geography of the plant and functions of the various departments.
(iv) Employees‘ own department and job and how they fit into the organization;
(v) Many programmes include follow-up interviews at the end of 3 or 6 months with a view to finding out how the new employee is getting along;
(vi) Relations between foremen and personnel department;
(vii) Company policies, practices, objectives and regulations;
(viii) Personnel policy and sources of information;
(ix) Terms and conditions of service, amenities and welfare facilities;
(x) Rules land regulations governing hours of work and overtime, safety and accidents prevention, holidays and vacations, method of reporting, tardiness and absenteeism;
(xi) Grievance procedure and discipline handling;
(xii) Social benefits (insurance, incentive plans, pensions, gratuities, etc.) and recreation services, athletic, social and culture activities) and
(xiii) Opportunities, promotions, transfers, suggestion schemes and job stabilisation.
Verbal explanations at interview are supplemented by a wide variety of printed material, employee handbooks, house journal, picture stories, comics and cartoons, pamphlets, etc., along with short study tours around the plant on the above matters. Techniques of Induction Programme An Induction programme consists primarily of three steps:
(a) General orientation by the staff – the personnel department;
(b) Specific orientation by the job supervisor, or his representative;
(c) Follow-up orientation by either the personnel department or supervisor.
The first phase of the programme is ordinarily conducted by the personnel department. This type of induction is general for it gives the necessary information about the history and operations of the firm - the purpose which is to help an employee to build up some pride and interest in the organization. Information is also given on specific employee services, such as pension, health and welfare plans, safety programmes, etc.
At the second stage, induction is conducted by the job supervisor. Induction is specific and requires skill on the part of the for men. The employee is shown the department and his place of work, introduced to other employee, informed of the location of the bathrooms, lavatories, canteens, and time clock; and told about the organization‘s specific practices and customs (such as whether the personnel bring their lunch or whether lunch is supplied to them at concessional rates, the timings and length of rest periods, the work dress etc.). The purpose of specific induction is to enable an employee to adjust himself with his work and environment.
Follow-up induction takes place sometime within one week to six months from the time of the initial hiring and orientation. It conducted either by a foreman or a specialist. The employee may be asked whether his hours of work and pay are as represented to him before employment; how he feels about his fellow-workers; how he feels about his boss; and whether he has any suggestion to make for changes in the induction procedure or in other company practices. The interviewer records the answers as well as his own comments on the employees‘ progress. At the same time, the line supervisor completes an evaluation of the employee, indicating his strong and weak points, indicating also whether he is doing well.
