Desire to change: The first step for effective training

The deci­sion-mak­er must be able to under­stand the need for change based on the real­i­ties and envi­ron­men­tal con­di­tions and func­tion­al feed­back, then would be able to design an effec­tive train­ing course.

Some­times this under­stand­ing is based on his per­son­al obser­va­tions or sug­ges­tions from team mem­bers or even oth­ers who have con­sid­er­able opinions.

The man­ag­er must then decide whether the need for change is a pri­or­i­ty. The vital activ­i­ty of the man­ag­er at this stage is to attract the opin­ion of the tar­get­ed peo­ple. They must believe that a change has occurred and a suit­able response to it is nec­es­sary. It is only way make sure that  train­ing, will be effective.

Lack of aware­ness about change and its pos­si­ble con­se­quences is a weak­ness that instruc­tors and learn­ing facil­i­ta­tors have prob­a­bly expe­ri­enced dur­ing train­ing cours­es. Sleepy audi­ences, with­out enough enthu­si­asm to par­tic­i­pate and look­ing for a cor­ner of peace in the class!

 

The result is clear: if the effec­tive­ness of train­ing is mea­sured by a method like Kirk­patrick­’s, it shows that nei­ther at the first lev­el nor at the fol­low­ing lev­els of effec­tive­ness has happened.

Per­haps these adverse con­se­quences are not impor­tant in sys­tems in which pro­duc­tiv­i­ty is not so impor­tant, but it is expect­ed from the human resource man­age­ment that is man­aged with a busi­ness approach (HR Busi­ness Part­ner) to increase the effec­tive­ness of train­ing at dif­fer­ent lev­els. mon­i­tor and pre­vent wastage of resources (train­ing bud­get and use­ful time that is lost).

 

Why some HR projects fail?

RRC HR Train­ing Work­shops and Courses

The impor­tance of auton­o­my in job design

…