1. MBA 423: HUMAN RESOURCE MANAGEMENT
Our assignment is from Chapter No. 9 (Human Resource Development)
Review Question from Page 370: Explain how you would evaluate a training and development program.
Group Members:
S – Hardik Patel
S – Mukhtar Ahmed

2. Agenda Chapter 9 – Review of the learning objectives (Page 337):
What is Human Resource Development:
Q1. Outline importance of HR development to organizational success
Q2. Explain meaning of strategic HR development
Q3. Explain need for a systematic approach to T&D
Q4. Distinguish between training and development
Q5. Outline major HR development methods
Our additional research: Key Reasons for HRD Failure
Q6. Describe key characteristics of an effective orientation program
Followed by our presentation question:
How you would evaluate a training and development program

3. What is Human Resource Development (HRD)?
It includes:
training and development,
career planning and,
performance appraisal.
To facilitate the achievement of employee career goals and organizational strategic business objectives, it focus on the acquisition of the required:
attitudes,
skill and knowledge

4. Outline importance of HRD to organizational success?
Human Resources Development has come to prominence because organizations have to improve productivity and international competitiveness.
Employees (and organizations) can compete only if they learn faster than their competition
A well trained, multi-skilled workforce is essential to economic survival
Short and long term challenges:
Business and economic changes
Technological changes
Organizational changes
Social, legal and other changes
Talk about each of these breifly
Business and economic changes
Technological changes
Organizational changes
Social, legal and other changes
Generalise:
Improve productivity
International competitiveness
Economic survival Personal growth and learning opportunity as a benefit key source of sustainable competitive advantage
support business strategy
promote corporate culture
support organisational change
create a better and motivated and self reliant employees
avoid employee obsolense reflect the capacity for people to grow and change
Better informed in decision making by leaders and managers and improves in better understanding of the key roles of HRD.
Improvements in operations including information flows between the levels of the system
Better working relationships amongst the employees.
Focuses on recruitments and providing directions for the people who work in the organization.

5. Distinguish between training and development
Teaches employees how to better perform their present JOB/TASK
More Focus on Present JOB
Remedy sub standard performance through procurement of specific skills
Development:
Activities that prepare an employee for future responsibilities
By investing in HRD, the company hope to guarantee their employees lifetime employability
Focus in future Job through acquisition if new experience , knowledge, skills and attitude.
HR Planning – examine the organization in terms of capacity to achieve its objectives

6. Key reason for HRD failures
Organization lack or have ill-defined strategic objective
Top management views T&D as a necessary EVIL.
something nice to do or an employee benefit
Organization neglect long-term considerations and concentrate on the short term goals
Organization do not analyze T&D needs
Emphasizes employee satisfaction rather than performance improvement.

7. Q2& Explain the meaning of Strategic HRD
It is essential to measure the adequacy of the return of investment (ROI) for T&D activities
To do T&D cost effectively and to increase the ROI, a systemic approach is needed rather than ad hoc style.

8. Q3 Need for systematic approach to T&D
To do T&D cost effectively and to increase the ROI, a systemic approach is needed rather than ad hoc style.
Thus, strategic HRD is a 3 step approach to training that involves:
Assessment of training needs
Conduct of the training activities
Evaluation of the training activities (Our actual presentation topic)
A Systematic Training and Development Model:
Speaker Notes:
Notes: The above is used to enhance the effectiveness of the training and development
Permits HR managers to demonstrate how training and development contribute to the organisations strategic objective

9. Our key presentation: Question 9: Explain how you would evaluate a training and development program.
T&D - if they are to be justified and effective, must contribute to:
The achievement of the organizations objective.
Improve the employees performance
Have profit impact (Return on Investment)
Kirkpatrick Evaluation Model for T&D:
Thank you for your patience in listening to our chapter summary so far. In the earlier slides, we have already covered the [1] Assessment and [2] Conduct parts of the Systematic Approach to Training, in our presentation below, we are concentrating on our key quiz question
Key aim of the evaluation phase of the systematic approach to training is to measure the following (before T&D activities, after the T&D activities and to plan for future T&D activities).

10. Major Evaluation Methods
Measure
How measured
Indicators 1
Reactions
Questionnaire
Interviews
Focus groups
Satisfaction
Enjoyment 2
Learning
Pencil and paper tests
Oral examination
Work sample
Observation of performance
Performance ratings
Knowledge
Skills 3
Behaviour
3rd Party feedback
Attitude, Behaviours, Motivation 4
Results
Production statistics
Sales statistics
HR Statistics
OHS statistcs
Productivtiy
Sales
Quality
Absenteeism
Labour Turnover
Accident Frequency 5
Return on Investment
Cost Benefit Analysis
Dollar value
Using the example of Kirkpatrick Model on How do you conduct a training evaluation? Here is a quick guide on some appropriate information sources for each level.
Level 1 (Reaction)
completed participant feedback questionnaire
informal comments from participants
focus group sessions with participants
Level 2 (Learning)
pre- and post-test scores
on-the-job assessments
supervisor reports
Level 3 (Behavior)
completed self-assessment questionnaire
on-the-job observation
reports from customers, peers and participant’s manager
Level 4 (Results)
financial reports
quality inspections
interview with sales manager
Think broadly about where you can get information. Sources include: hardcopy and online quantitative reports
production and job records
interviews with participants, managers, peers, customers, suppliers and regulators
checklists and tests
direct observation
questionnaires, self-rating and multi-rating
Focus Group sessions
Once you have completed your evaluation, distribute it to the people who need to read it. In deciding on your distribution list, refer to your previously stated reasons for conducting the evaluation. And of course, if there were lessons learned from the evaluation on how to make your training more effective, act on them!

11. Conclusion
Accelerating rates of change and global competition have meant that HRD has become an important organisational and national issue.
Training starts when an employee enters an organisation.
To improve performance and avoid employee obsolescence, the employee should undergo further (and regular) training and development.
Its also important that proper evaluation of T&D is done, to ensure that right results are being achieved through the T&D.
Kirkpatrick 4 step Evaluation is an ideal model to o Evaluate an Training and Development program.
Once you have completed your evaluation, distribute it to the people who need to read it. In deciding on your distribution list, refer to your previously stated reasons for conducting the evaluation. And of course, if there were lessons learned from the evaluation on how to make your training more effective, act on them!

12. Questions?

13. Bibliography http://www.businessballs.com/traindev.htm