Designing Effective Hrd Program

DESIGNING EFFECTIVE HRD PROGRAM Once the first phase of effective HRD processes i.e. the Needs Assessment phase is completed, the organization has an access to t o data like:  Where in the Organization training is needed?  What kind of Training is needed?  Who needs to be trained?  What are the conditions under which the training should be provided? In addition to having an access to these data, the management would also have prioritized the needs so as to know which programs or issues need immediate attention. Thus, starts the second phase of o f the HRD process i.e. designing effective HRD Program.  Now, this process involves invo lves six important activities:  Setting     

Objectives Selecting the Trainer/Vendor  Developing a lesson plan Selecting program methods and techniques Preparing materials Scheduling the program

In addition to these six activities which are of prime importance, the other big picture responsibilities are also described by Prof. Ronald Sims. He argues that Training and Development initiatives must emphasize employee competencies or K SAO¶s. What

are Objectives?

Robert Mager defines objectives as a ³description of performance you want learners to be able to exhibit before you consider them competent´ i.e. the training program objectives describe the intent and the desired result of o f the HRD program. Three important aspects of Objectives: Performance: An objective always says what a learner is expected to be able to do and/or   produces to be considered competent; the objective sometimes describes the product or result of  doing. Conditions: An objective defines the important conditions (if any) under which the performance is to occur. Criteria: Wherever possible, an objective identifies the criteria of acceptable performance by describing how well the learner must perform in order to be considered acceptable.

Why y y y y y

is it important to clarify objectives of training? Objectives are the basis for determining a t raining strategy Objectives help to determine the necessary outputs and contents of the training Objectives provide a direction for all training act ivities Objectives help give a structure to t he training Objectives help trainers and participants to stick to t heir common goal.

TRAINING OBJECTIVE PLANNING MATRIX

Outputs:

Topics:

Contents:

Training Input:

(the results which your  (the problems which must be (the exact information (the form in which you training has to addressed in order to have you want to provide want to transport the produce) the desired effects) during the training) information) Helping questions: Which steps do you What does he have to know Which details do have to introduce to for that? want to give him? the trainee?

you How do you provide this information?

1. 2.

This model was first used by the American Red Cr oss Society. It is now also followed at IBM. The Make versus Buy Decision Once the training objectives are set, the organization has to make a series of decisions as to whether they would develop the program in-house or purchase the program (or parts of it) from an outside vendor or consultants. Factors to consider before purchasing an HRD program  Expertise: Whether   

the organization has the desired expertise to develop and implement a

 program in-house. Timeliness: When it is timelier to hire an outside agency to facilitate the process.   Number of Trainees: Generally, the larger the number of trainees, the greater the likelihood that the organization wou ld be willing to design the program itself. Subject Matter: If the subject matter is sensitive or proprietary the HRD department would conduct the program in-house.

  

Cost: The HRD department always considers the costs, but only in concert with other  factors. S ize of HRD: The size is again an important factor. X-Factor: Some other extraneous conditions that would make it preferable that an outside agency be used to conduct the skills training.

Other factors to be considered are:      Still

etc.

Vendor¶s Credentials: including the certificates, degrees, and other documents of the vendor¶s expertise. Background: Number of years in business and experience in the particular content area. Experience: Vendor¶s prior clients, success with them, references Philosophy: Comparison of the vendor¶s philosophy w ith that of the organization. Delivery Method: Training methods and techniques used.

some other factors are: Content, Actual product, Results, Support, and Request for Proposal