Page 88 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes Individual discussions with participants: These give people the chance to talk in confidence
about difficulties they are having and things they need to learn.
Self-assessment: This involves asking health workers to list the things they think they are
good at and what subjects them think they need training on.

Discussions with managers, service users and others: Trainers can gather views on training
needs from those who come into contact with the person to be trained.
Observing participants while they are working: These methods help trainers to assess what
people already know and what knowledge and skills they may need to acquire to work
effectively. It is best to gather as much information as possible, using as many different
methods as possible. However, you must decide how much information it is realistically
possible together within the limits of available time and financial resources. This may mean
only being able to carry out one or two of the above.
The trainer needs to decide what can realistically be covered during a training session.
Trainers should aim to ensure that training objectives (what they want people to learn from
the training session or programme) are very clear. Trainers can then plan training so that
it addresses only those objectives.
Training is an ongoing process. Participants need support and encouragement to use their
new knowledge and skills in their work. Ideally, training programmes should give participants
the opportunity to give feedback on the training they have received and problems encountered
in applying it in their everyday work.

The basic phases of a training and development system are:
• Develop a training and development plan that is linked to the entity’s strategy.
• Develop a training and development budget.
• Establish a means of identifying and prioritizing training and development needs.
• Train the trainers and coordinate training and development efforts.

• Establish a method for evaluating the effectiveness of training and development
programs.
• Document the training and development program.

• Review the training and development program to determine overall effectiveness and
alignment with entity goals and objectives.

4.1.3 Procedures
Suggested procedures, organized according to the elements of a finding, are listed below.
They should be expanded or tailored to fit the specific entity being reviewed.

Review Criteria or General Criteria

General criteria applicable to the training and development process are as follows:
The State Employee Training Act of 1969 provides that available public funds may be used
for the education and training of state employees in programs related to either current or
prospective duty assignments.
State law requires all state agencies, including public institutions of higher education, that
have three or more complaints of employment discrimination during each year of the
biennium to expend appropriated funds to receive training on compliance with state and
federal laws prohibiting employment discrimination. Each agency shall pay all training costs
or reimburse the Texas Commission on Human Rights for its costs associated with this
training through interagency contracts. Other training and development provisions, generally

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