Page 166 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Unit 10: Training Evaluation

Introduction Notes

Training is one of the most important necessities in any business for which the companies are
willing to invest their resources. Naturally the outcomes are to be measured. Organizations
can’t manage what they don’t measure. Thus it is important to establish the right performance
measures for all key investments. Organizational expectations for training have shifted
dramatically. The most pronounced change is a new and vigorous justification of the cost of
training based on Return on Investment (ROI) and organizational impact. This transition has
been driven by the competitive nature of the international economy and resulting changes in
organizational structure, which produce flat, thinner, and fewer administrative cost centres. In
addition, training professionals are being asked to do more and play an important role in the
strategy of the organization. The ability to generate and apply knowledge is a competitive
advantage and source of new products, services, and revenue.

10.1 Factors Influencing Transfer of Training

While individual’s approach to transfer is an essential component of evaluating and follow-up
of training knowledge of the factors that help/hinder transfer of training would provide directions
for follow-up. Virmani & Premila through their longitudinal research identified four broad
categories.
Figure 10.1: Factors affecting Transfer of Training

1. Personal Development & Attitudinal 2. Trainees Perception of Training
Changes
Self-confidence Managers are born or made?
Open-mindedness Training can promote managerial
skills?
Level of aspiration to improve ones
own
3. Organisational Climate 4. Imbibing essential Managerial Skills
Managerial autonomy to try out new Leadership Skills
skills/techniques
Rules & Regulations Decision-making skills
Innovative behaviour is rewarded and Risk-taking behaviour
not discouraged
Cooperative colleagues, Superiors Interpersonal relations
Subordinates and Unions
Analytical Skills

Trainees Measuring their own Transfer of Training

While the trainer cannot delegate the learning decisions to the trainee, the transfer of training
decision wholly belong to the learner. The process of measurement can be facilitated by techniques
such as personal observation, interview and questionnaire. The JIP (Job Improvement Plan)
could be the frame of reference for obtaining data on areas of application. Inability to transfer
training could be gathered under the following four categories:
1. Organisational constraints which hindered transfer.
2. Training inputs itself were insufficient or not suited to facilitate transfer : (ineffective
training).
3. Individual constraints such as lack of confidence or skills or ability to put into action what
had been learnt.

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