Running an Effective Training Program
Running an Effective Training Program
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Introduction
For the effective running of any firm, proper training of the employees is very important. The human resource department should ensure the employees are trained by qualified personnel. In most cases, the head of the human resource in any firm should be available during the training to verify the form of training and orientation that the employees undergo (Rothwell & Kazanas, 2004). He/ she verifies to ensure that the correct information that match the firm’s goals and ambitions is passed to the trainees. The exercise of training employees has several challenges and opportunities which ensure that its implementation is up to standard.
An extensive analysis to ensure the best topics which the employees to be trained about and fit the topics fit the drawbacks that the company is trying to counter is critical (Needham, 2010). Essentially, the active involvement of all the participants is vital. The scheduling of the program should also practice sessions after every session to ensure every person is refreshed to be part of the entire training process. Varying of activities from small group to individual as well as large group exercises ensures that every trainee and trainer gets an opportunity to participate.
Effective implementation of training should also involve fun. Allowing fun and laughter in the training sessions makes the learning interesting. During such cases, incidences of lapse in concentration are minimal. Learning objectives design for each training program must accomplish the goal and reasons why the company came up with the programme (Needham, 2010). The training design should involve actual skills that will make employees work better in their respective departments.
Scheduling of a training session is challenge to the human resource manager. In most cases, top ranking officials allocate limited time to training their employees and instead allocate most of their time to their daily work chores (Barrantes & Aveiga, 2007). Managers find it hard to create equilibrium between their daily work, and training sessions. Another challenge is meeting the cost of the training program. Most companies would try to minimize excess expenditures and in the due process maximization of the profits achieved. Costs used to cater for training programs reduce the profits the firm enjoys and therefore, companies try as much as possible to limit such exercises (Barrantes & Aveiga, 2007). The third challenge is, as the world advances in terms of technology each day. The rapid changes forces cooperate to inadequately prepare and deliver the most current information and technology that are available.
Conclusion
The effectiveness of a training program involves coordination of all the corporate departments. It should be a collective responsibility and even the busiest officials should participate to ensure that the best content and information is passed from top officials to junior staff (Rothwell & Kazanas, 2004). Proper coordination, notification and scheduling of the training should be done to ensure that no one misses the program.
References
Barrantes, O., & Aveiga, F. (2007). Delivering an effective construction training program for Hispanic and American supervisors and craft workers. Ames, Iowa: Center for Transportation Research and Education, Iowa State University.
Needham, J. K. (2010). Defense acquisition workforce DOD’s training program demonstrates many attributes of effectiveness, but improvement is needed.. Washington, D.C.: U.S. Govt. Accountability Office.
Rothwell, W. J., & Kazanas, H. C. (2004). Improving on-the-job training how to establish and operate a comprehensive OJT program (2nd ed.). San Francisco: Pfeiffer.
