It’s an unfortunate fact that the HR Mangers responsible for consolidation of training needs, are neither well-acquainted with the company targets nor they understand employees’ aspirations or requirements satisfactorily. Therefore they cannot group the training demands meaningfully. As a result, the HR Head subsequently relies on his gut feeling to decide on the forms of training applications, which in many cases don’t conform with the specified training needs. This mismatch of training requirements and IT TRAINING COURSES GUAM applications reinforces the notion that instruction is not effective.
In my view, this is a major factor impacting the effectiveness of the training. The HR Head participates outside trainers primarily based on their previous association or professional colleagues’ references rather than based on trainer’s capabilities to deliver.
In most instances, the discussion that should occur between the potential trainers and the HR Head is either missing or is an’over-the-tea’ affair. Consequently, the’chosen’ trainers deliver programs that are ill-aligned together with the identified needs. So even when the training needs are determined & merged properly, the choice of a trainer still can affect the planned shipping. Again the belief that training is not successful gets strengthened.
Though not ideal, the analogy that I want to draw here is the care taken by the doctor and mother-in-law following the girl has given a child. In the event of the training programs, the doctor is your HR group and mother-in-law is the business manager.
If the employees have to profit from the training program, it’s all important to make sure that the HR Team and also the company manager work together to encourage the concerned workers for executing their learning from the programs, especially in the first 2-3 months after participating in the application. If this step is not given due attention, then move of learning could occur haphazardly and consequently, there will no visible change in the concerned employees’ operation and/or work behaviours.
The business manager believes that the followup is your HR Team’s responsibility and vice-versa. It is obvious that in this kind of circumstance, the company manager will make the HR Department scapegoat for not having a successful follow-up program. This is an area where the HR Team must work like a dictator and make sure the concerned employees are given enough support by their company managers for converting learning in action.