Page 90 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes Document the Training and Development Program

Documentation should include:
• Training and development plans: An entity should have a long-range training and
development plan and annual short-term plans which tie into the long range plan.
• Training and development schedule: A training and development schedule is necessary to
prevent duplication of effort, especially if the entity has more than one site. The
scheduling of courses should be appropriate, based on the entity’s technical and
strategic needs.
• Training and development records: The entity needs a method of tracking internal and
external training and development given to its employees. These records must also
track the Continuing Professional Education (CPE) credits needed by staff professionals.
Record keeping is especially important if the entity must comply with federal or state
requirements for specific job training and development within a certain time frame.

• Training and development policies: Policies should define how many hours of training and
development per employee are required or allowed, eligibility guidelines for training
and development, and policy for external training and development.
Review the training and development program to determine overall effectiveness and alignment with
entity goals and objectives
Post-training studies should measure increased employee knowledge and skill. Some
indications of effective training and development include higher performance appraisal
ratings, fewer complaints, less time needed to perform tasks, and fewer errors in processing
materials. A change in products and services delivered by the entity and customer reaction
to these products and services can also measure the training and development program’s
overall effectiveness. Crucial to any evaluation or review of the training and development
function is the clear understanding and documentation of the organization’s reason for
providing training and development to its employees.
The entity should review turnover records of employees by job position at least annually.
An unacceptably high turnover rate could indicate a need for more effective training and
development or other problem(s).

Management must ensure that the training and development program
meets the intended objectives and produces the desired results. The review
process should include evaluation and review of course content, instructors,
and training and development results and should compare the actual
results achieved with anticipated goals and behaviour changes.

Assess Condition Determine the Actual Processes Used
Conduct interviews, observe operations, and identify and collect available documentation
in order to gain an understanding of the entity’s actual training and development process
and controls. Included in the actual process are both official/unofficial and formal/informal
processes and controls. An official process may exist even if it is not documented. Possible
procedures include, but are not limited to:
• Determine how the entity plans its training and development and the relationship of
the training and development plan to the strategic plan.
• Determine how the entity uses training and development to promote entity objectives
and develop employees’ careers.
• Obtain and review any manuals, policies, and forms used for the training and
development process.
• Determine what type of training and development records are maintained.
• Obtain and review turnover reports by job position.

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