Page 167 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Training and Development System

Notes 4. Training inputs not relevant to job-characteristics or job-position (mismatching of training
and trainee’s job).

Self Assessment

Fill in the blanks:

1. The transfer of training decision wholly belongs to the ...................................
2. The JIP (Job Improvement Plan) could be the frame of reference for obtaining data on
areas of ............................................

10.2 Reasons for Evaluating Training

Hamblin (1970) defined evaluation of training as: “Any attempt to obtain information (feedback)
on the effects of training programme and to assess the value of training in the light of that
information for improving further training.”
Since evaluation is an integral part of the whole process of training and development, the details
have to be conceived much before the actual training activity rather than its ritualistic tagging
at the end of training. The trainer should be fairly clear of:
1. Why to evaluate?
2. When to evaluate?

3. What to evaluate?
4. How to evaluate?
(a) Cost Benefit Returns from Training Investment: Even though training budgets have
continued to grow, resources for training are always under scrutiny and the training
manager is always under pressure to demonstrate its benefits. Specifically, there are major
stakeholders who look forward to tangible returns from training investment.
(i) Training Department/Training Institutions/Training Practitioners
(ii) Senior Manager/Sponsors/Clients
(iii) Trainees

The challenge thus for the effectiveness is to develop acceptable cost-benefit analysis that
will satisfy all the stakeholders.
(b) Enable Improvements in the Assessment of Training Needs: While determining the
effectiveness of training in achieving the training objectives, the trainer could inter alia
check the suitability and feasibility of the objectives set for training.

(c) Self-Correcting Feedback: Training function operates on the basic premise that there is
always room for improvement and evaluation will help decide areas improvement can
occur.
(d) Feedback on the Performance of the Trainers: Actual training activity revolves around two
major players—the trainer and the trainees. The training inputs, methods, tools-techniques
and aids could prove effective/ineffective depending on the skill and ability of the trainer,
his creativity, the strengths-weaknesses of the trainer vis a vis the tools and methods of
training. Without evaluation, the trainer will not be able to measure his own performance.

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