EMPLOYEE TRAINING & DEVELOPMENTIt is not uncommon to discover skeptical attitudes among managers regarding the value of workplace training programs. Such skepticism is often justified by the failure of such training efforts to achieve the desired results. The essential question is: Where is the “bang for the buck?” begging a cost/benefit analysis of such programs. So, how can managers design more effective training programs to insure results which justify the investment?Steps in Effective Training Program DevelopmentThe planning steps described below illustrate a linear process, similar to the action research model. In practice, however, the process is much more dynamic, and adjustments are on-going in an effort to refine improvements at each phase of this process. Nevertheless, each step in the process is essential in enhancing the potency and efficacy of this type of organizational intervention.- Initial Need Assessment – Is there a critical need which training can address? - Management Commitment – Will the training effort be fully supported?- Program Design – What training content, methods, schedule, and resources are required to meet the defined need(s)?- Program Implementation - How can the program be best integrated into other OD change efforts and implemented to maximize the probability of success?- Program Evaluation – How will the impact of the program be measured?- Need Reassessment or Program Redesign – What adjustments are necessary to improve results? Initial Need AssessmentManagers need to resist the temptation to simply adopt an attractive training program which appears to meet some present need. In the business world, consultants are marketing such programs with high promises of return. Managers anxious to find some additional cure for performance problems may be persuaded by such promises. But, buyer beware! Such programs may miss the target, i.e., theymay not satisfy the training needs which exist. The first step is to consider if there are needs which training can address and which are sufficiently critical to justify theinvestment. The following analysis is helpful:1. Assessing the GAP between desired performance and HR capability, i.e., where is the organization (and teams & individuals) falling short of the mark?2. Determining if training can bridge the GAP, i.e., is the GAP due to a lack of skill/ability vs. motivation vs. some extraneous organizational factor?3. If so, will the expected return from the training effort justify the costs?4. If so, what training program content and design will most likely strengthen performance?5. Strategically, how does this effort fit into the Organization Development plan itself? Can the change desired from the training program be fully supported?These questions need to be carefully considered BEFORE implementing any training effort; otherwise, the risk of failure is high.Management CommitmentTop management commitment is essential to the success of training efforts. Typically, such support is generated as a result of the initial needs assessment, and the cost/benefit analysis that supports the investment. To be effective, however, suchcommitment needs to be highly visible. It is often effective to involve top managers in announcing the program and its desired impact. Further, it can also be effective to have top managers present at various stages of the training effort, to reinforce their commitment to both participants and the training effort.Program DesignThe design to a training program flows from the need assessment, i.e., form follows function. In sum, the type of need dictates the type of design. The various components of design are:1. Learning Objective – What has to change as a result of the training?2. Content – What knowledge, skills, competencies, capabilities, or behavior change must be transmitted through the training effort?3. Methods – What methods can best facilitate learning of the content?a. Behavior Modelingb. Sensitivity Trainingc. Case Studyd. Role Playinge. Computer Interactive Trainingf. Simulationg. Audiovisual and Distance Learning Techniquesh. Action Learningi. On-the-Job Trainingj. Lecture and Testing4. Forum – What forum best incorporates the content and method(s)?a. In-House Development Centersb. OD Interventionsc. Outside Seminar/Workshopsd. University Programse. Individualized 5. Schedule – How should the program be best scheduled to enhance results and contain costs?6. Participants – Who should first participate in the program, given the defined need(s)?7. Resources – What resources are needed to enhance the above? Such resources are not limited to training aids and facilities, but also include recognition and/or incentives for learning, time off support, etc.Program ImplementationA healthy perspective is to view any effort to implement a training program as a potential disruption to management and organizational processes and culture. Change can be threatening and if negative perceptions are not fully addressed, they could subsequently undermine the training effort. The following steps should be considered in implementing the program:1. Intent or Purpose of the Training – all employees effected by the training effort need to be informed of its intent AND their feedback invited to further assure that the training effort is properly focused and designed. It is not uncommon to discover things, not identified in the initial needs assessment, which may impact the efficacy of the training effort. To secure support from employees, it is essential that they not simply be informed, but “engaged” so commitment to the program is built.2. Planning & Scheduling – the program calendar and location need to be clearly communicated to participants well in advance to avoid potential conflicts and absences. The issue of absences needs to be addressed.3. Supportive Resources – clearly identify the resources needed in advance to support the training effort, including any temporary labor needs.4. Transfer of Learning – as learning occurs, it is critical that mechanisms are in place to facilitate its transfer to the work environment. Such mechanisms include independent observation of transfer, survey feedback, and briefing with participants in which they discuss success and failures in applying the learning. Program EvaluationIt is important to develop a sound measurement strategy for several reasons: (1) to demonstrate the “return on