Implementing Training Programs
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Chapter 5 discusses the implementation of training programs, highlighting the significance of planning and executing training in-house or through outsourcing based on various factors like number of trainees, expertise, and resources. The chapter outlines the process of training implementation, which includes scheduling, mobilizing resources, managing contingencies, and executing the program while emphasizing the importance of preparation and adaptability. It also emphasizes the challenges involved in in-house training and the need for effective communication and contingency planning to ensure successful training outcomes.
Implementing Training Programs
- 1. Welingkar’s Distance Learning Division Effective HR CHAPTER-5 Implementing Training Programs We Learn – A Continuous Learning Forum
- 2. Objectives • After completing this chapter, you should be able to: – Know the meaning and significance of training implementation – Judge the various training implementation approaches – Understand the training implementation process
- 3. Meaning & significance of implementation of training • Implementation involves a series of activities, through which training managers bring the course to learners in accordance with approved design. • It requires scheduling of courses, faculties, equipment and service providers apart from arranging for ongoing classroom support, and ensuring the smooth flow of activities as per the plan.
- 4. Training implementation approaches • A training program can be implemented in three major ways namely – by outsourcing the program or • To choose any one of – making it i.e. conducting them requires analyzing a in-house or set of factors which are as – by a mixture of under: outsourcing & making – Making or buying decision yourself activities which – Select the outsourcing can be called as blended agency or hybrid approach.
- 5. Making or buying decision • Number of people to be trained: – It’ the number of people to be trained is more, then the program should be in house. – If the number is few, then it can be outsourced. • Expertise available and required: – If in-house expertise is available, then the training manager should not consider outsourcing. – If the expertise is not available internally, then the training should be outsourced.
- 6. Making or buying decision • Infrastructure available and required: – If the required infrastructure is already available in the company, then it should consider developing the training in-house. • Time deadlines: – If the learning is time sensitive and sufficient time is not available for training the entire group of identified people within the available time, then outsourcing should be considered.
- 7. Select the outsourcing agency • Outsourcing could be total or in part. In total outsourcing, the company has to do just two things namely – nominating the trainers and – paying the training fees. • Partial outsourcing becomes inevitable when the organization has some training resources but does not have all the required resources.
- 8. Select the outsourcing agency • Following are the major factors to be taken into account for choosing an outsourcing organization for training: – Who are their present clients? – What is the core competency of this training organization? – What are the advantages in cost savings, meeting time deadlines, and suitability to our business needs? – Post—training support if any. – Any other reasons to be recorded in writing.
- 9. Process of implementation of in-house training • Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. • Even the best training program will fail due to one wrong action. • Training implementation can be segregated into - practical administrative arrangements and carrying out of the training.
- 10. Process of implementation of in-house training • In the event of deciding to conduct the training program in-house, the challenge of full implementation emerges. • The entire gamut of implementation activities can be classified into blocking the dates mobilizing the resources managing the contingencies executing the program
- 11. Blocking the dates • Training implementation function begins with blocking appropriate dates once the design is ready. • There are so many stakeholders involved in a training activity like – the trainees, the trainers, the organization or sponsor, the service providers and even the customers who depend upon the services of the trainees. • The other factors that influence the training dates are climatic conditions and seasonal character of industry for on the job training.
- 12. Blocking the dates • Training managers should keep in mind the below factors while implementing the training program: – From the trainee perspective, the training should not be held during Periods wherein lots of intervening holidays are going to come – The organization would say that the training should not be held during the busy business season. The training should be arranged when it is most required from the business perspective.
- 13. Blocking the dates • Training managers should keep in mind the below factors while implementing the training program: – From the trainer’s perspective, the training program should be conducted on the days when they are not engaged elsewhere. • Blocking the dates in advance is equally important front the service providers’ angle especially when the training organizers are heavily dependent upon them right from the venue and catering services to audiovisuals and transportation.
- 14. Mobilizing the resources • Training resources involves financial resources, human resources, material resources and infrastructure resources. • A training manager has to focus seriously on resource mobilization because money alone cannot obtain all the other training resources. • An organization may be willing to pay any amount for the right trainer but it still may not be able to locate him. – Therefore, searching and bringing the needed resources for a training program is very important for its overall success.
- 15. Mobilizing the resources • Financial resources: – The training manager has to analyze the amount earmarked by the company and the cost estimate. • Infrastructure and logistic requirements: – Training site • The training site is the physical location where the training is delivered, it may be owned or rented premises. – Seating arrangement • The seating should be flexible enough to rearrange them easily for different activities like individual assignment, group discussion, etc.
- 16. Mobilizing the resources • Infrastructure and logistic requirements: – Transportation • Suitable arrangements for the transportation of trainees and the trainers should be made, the problem of transportation should not be allowed to disrupt the training schedule.
- 17. Mobilizing the resources • Infrastructure and logistic requirements: – Selection and training of trainers • Once it is decided to conduct the program in-house the training manager has to identify and train the trainers. • If the programs are generic in nature then professional trainers can be hired from the market on daily fees basis or on total program fees basis. • For programs specific to a particular organization, the trainers have got to be from with the company.
- 18. Managing contingencies • After the program is started many other problems may crop up. – For example, the audio visuals may not work, seating arrangements may not be suitable, etc. – The training manager should keep ready a set of standby vendors who can be summoned at short notice in such emergencies. – The training manger should remind the service providers, at least 15 days in advance, requesting them to keep ready the confirmed equipment and services on the agreed date.
- 19. Managing contingencies • After the program is started many other problems may crop up. – For each service/equipment required, the training manager should prepare a list of at least Five vendors with up to date contact details. – Training managers should prepare a contingency each session to meet the contingent hurdles.
- 20. Executing the program • The training manager should once again remind all the concerned participants just a day prior to the commencement of training. • The training manager should reach the venue at least one hour in advance to the venue on the first day of training to ensure that everything is happening as planned. • Defaulters can be reminded again on the first day to join the program.
- 21. Executing the program • The training manager should inform the trainer in advance about the constraints of time. • If any trainer continues the session beyond the allotted time, then it is • The training manager as a necessary that the coordinator of the training manager should program should ensure intervene. that sessions are not prolonged beyond the allotted time.
- 22. Executing the program • If any learning needs have not been met during the program, the training manager should make sure the information/material is sent immediately after the program, through e-mail or courier. • The training manager should settle the bills of the service providers either on the last day or on the next day after the program has concluded.
- 23. Executing the program • If any post-training activities have to be performed by the trainees, like completing a reading assignment or submitting an assignment, the training manager should remind the trainees of the same. • Sometimes, instructions may have to be sent to the trainee’s supervisor at workplace to provide any assistance needed or cooperate in the enhancement of the trainee’s learning or to observe the post-training performance and submit a report on the improvements.