Steps in Developing a Training Program
A quality training program used by the trainers usually covers wide range of objectives. The following four basic training steps are generally used by Trainers in order to achieve the objectives set for a training session. All 4 of these steps are equally obligatory for any training plan to be successful and efficient (Sarkis, 2000)Step 1: Training Needs Analysis.
This step identifies actions to validate an investment in suggested training. The method essential for data compilation are observations, surveys, interviews, and comments from customers. Examples of an study outlining precise training requirements are client discontent, high turnover, low output and low morale (Sarkis, 2000). The aim of establishing a needs analysis is to locate the answers to the below mentioned queries:Q.1.Why is the training needed? (Reasons for arranging Training)Q.2.What type of the training is required? (Type of Training)Q.3.When is the training required? (Date and Time)Q.4.Where is the training required? (Location of Training)Q.5.Who needs training? And Who will conduct training? (Attendees and Trainer)Q.6.How will the training be performed? (Training Methodology)By conducting training needs analysis, trainer can decide what explicit knowledge, skills, and attitudes are needed to be imparted to the attendees in order to achieve the desired results. Needs analysis is the pre-requisite for all trainings (Sims, 1990). The basic aim of all the trainings is to invigorate and advance the performance. Establishing needs analysis is, and ought to always be the initial step of training plan.
Step 2: Development of Manuals and Programs.
2nd step sets up progress of present job description (JD) and procedures. JD should be lucid and brief and shall serve as a vital training instrument for classification of strategies. Once JD is finished, an entire list of policies and procedures shall be established from each task outlined in JD. This standardizes essential guiding principles for future
This step identifies actions to validate an investment in suggested training. The method essential for data compilation are observations, surveys, interviews, and comments from customers. Examples of an study outlining precise training requirements are client discontent, high turnover, low output and low morale (Sarkis, 2000). The aim of establishing a needs analysis is to locate the answers to the below mentioned queries:Q.1.Why is the training needed? (Reasons for arranging Training)Q.2.What type of the training is required? (Type of Training)Q.3.When is the training required? (Date and Time)Q.4.Where is the training required? (Location of Training)Q.5.Who needs training? And Who will conduct training? (Attendees and Trainer)Q.6.How will the training be performed? (Training Methodology)By conducting training needs analysis, trainer can decide what explicit knowledge, skills, and attitudes are needed to be imparted to the attendees in order to achieve the desired results. Needs analysis is the pre-requisite for all trainings (Sims, 1990). The basic aim of all the trainings is to invigorate and advance the performance. Establishing needs analysis is, and ought to always be the initial step of training plan.
Step 2: Development of Manuals and Programs.
2nd step sets up progress of present job description (JD) and procedures. JD should be lucid and brief and shall serve as a vital training instrument for classification of strategies. Once JD is finished, an entire list of policies and procedures shall be established from each task outlined in JD. This standardizes essential guiding principles for future
References: esalvo, G. L. (1989, May). One Training Program - to Go. Security Management, 33, 91+. Kraiger, K. (Ed.). (2002). Creating, Implementing, and Managing Effective Training and Development: State-Of-The-Art Lessons for Practice. San Francisco: Jossey-Bass. Sarkis, K. (2000, August). Setting Up a Plan for Successful Employee Training. Occupational Hazards, 62, 17. Retrieved April 23, 2008, from http://search.ebscohost.com/login.aspx?direct=true&db=pdh&AN=ort-77-1-86&site=ehost-liveSims, R. R. (1990). An Experiential Learning Approach to Employee Training Systems. New York: Quorum Books. Retrieved October 21, 2008, from Questia database: http://www.questia.com/PM.qst?a=o&d=24382095Sims, R. R. (1998). Reinventing Training and Development. Westport, CT: Quorum Books. Tailor-Made Training Is the Answer. (2006, January 17). The Journal (Newcastle, England), p. 27.