Training programs for employees

The Human Resources Division of an organization is responsible for employee training. Since learning is a lifelong process, training is required for all employees, not just those who have just been hired. Noe (2013) defines training as a process that helps employees develop specific skills and knowledge to increase performance and support them in carrying out their existing roles. An organization can advance toward accomplishing its overall goals by retaining the right individuals and growing its workforce with the aid of excellent training programs. It is crucial that training and development programs become more competitive and support the company on its strong strategic initiatives as businesses grow and the company on its solid strategic path (Noe, 2013).

Purpose of Training and Target Audience

The key goal of this training program is to assist in performance improvement for employees. Excellent performance for employees is critical for any organization and the individuals as well (Saks, Haccoun, Belcourt & Belcourt, 2010). Active performance boosts the morale of the employee and improves the team performance at large. The target audience for this training comprises a group of 20 employees who work in a financial institution, and the training will take place for two days.

Training Need Analysis

According to Huddlestone and Pike (2016), analysis of the training needs is the first step to designing a training program for employees. The training process is costly not only in respect to cash spent on it but also on the resources and time spent on the same. Therefore, the most significant aspect is determining whether a need for training exists or not. It's important also to determine whether the training will contribute to the realization of the company goal directly or indirectly. All this lies under training needs analysis. Training needs analysis is a precise process of conceiving requirements of the training and is carried out when a need for training emerges. Therefore, for this training program, there is a gap between the current performance and expected performance for the group of 20 employees. The reason for the poor performance is attributed to lack of knowledge and skills and thus the need for training. Training needs analysis is carried out in three main approaches; Organizational analysis approach, Individual analysis approach, and Job analysis approach (Huddlestone & Pike, 2016).

Clark (2014) alludes that the organizational analysis is designed to short list the limelight areas for the training and the affecting factors within the enterprise. The company vision, mission, goals, and performance data all looked into keenly. The analysis gives clues about the type of learning environment the training requires.

The job analysis is designed to deduce the ‘what’ of the training development process. It is an objective valuation of the job where by the errand-oriented approach and the employee oriented-approach are taken into consideration. The employee approach is instrumental in deciding the mediation and identifies extreme behaviours as it asks for a particular job. The errand approach is useful in developing the content and program evaluation and identifies the activities to be executed in a particular job (Saks et al., 2010).

The individual analysis is our core for this training program. It identifies the specific employees who need the training in an organization and in which exact area. Performance is viewed from the appraisal data, and it's compared with the employee expected performance level. The individual analysis is carried through by use of questionnaires and personal interviews among others (Saks et al., 2010). 

The training needs for this training program as derived from the training needs analysis are:

To find out if the employees have required skills and knowledge for the job.

To find out if there are changes in procedures and policies that require training.

To find out if training will assist improve the performance level of the employees.

An individual analysis is the best approach for this training in respect to the above-highlighted training needs. This is because it identifies the specific employees who require being trained and the areas to be trained.

The Training Objectives

The two days training program for the group of 20 employees has the following objectives:

To increase the knowledge and skills about sales and marketing in the financial industry.

To build and strengthen skills in the particular tasks for efficient performing hence improving individual performance.

To update employees on the changes in procedures and policies in the firm.

To improve attitudes regarding the importance of financial literacy to the clients, thus enhancing the environment for change.



Training Cost to be incurred

Before offering training, it is important for the company to review its budget and resources. The budget is always part of the business plan. It is crucial to develop a training budget to help you figure out the kind of training you can offer to your staff (Noe, 2013). Below is a training budget showing the various types of costs to be incurred during the training program;

Direct Costs incurred in training;

Training Facilitators Fee (3 facilitators @ $30 per day- $180 for two days.

Transportation Cost for participants-$50

Meals (Breakfast & Lunch)- $200

Training material- $45

Training Hall Fees- $30

Total Direct Costs = $505

Indirect Costs involved in training;

Participant’s allowances-$400

Cost of productivity loss- $600

Administrative expenses- $50

Total Indirect Costs= $1,050

Therefore, the total cost involved for the whole training will be $1,555.



Training Methods

There are a variety of learning methods available. The best methods are chosen considering the target audience, training needs, location, and the budget involved (Alvord, 2010).  For this training program, the following methods are best applicable and will be used; brainstorming, discussions, lectures, and group exercise.

Brainstorming is useful in this training since it's a group technique. It will assist to making work groups more creative in solving problems and decision making (Clark, 2014). The process here is straightforward. The facilitator introduces the topic and writes it on a flip chart then group members are called upon to raise their ideas in shorts sentences as the facilitator notes them down. The facilitator then stimulates the process with emerging questions or a few examples. However, according to Noe (2013), to achieve maximum contribution from group members, the facilitator needs to set a few guidelines. Such as all ideas are correct, that everybody is allowed to participate, one needs to give as many points as possible and that they should build on ideas generated by other fellow group members. The main advantages for brainstorming are that it allows more materials to be delivered within a short time and that it accommodates a large number of participants. The main disadvantage is that it makes the learner passive (Saks et al., 2010).

Another training method to be used during the training is the discussion. It is a method where participants get the opportunity to learn from one another, with the help of a facilitator. Discussions will be useful for stimulating thoughts and interest, composing possible solutions to problems, amalgamating other methods of learning and developing consensus. The advantages of this approach are that participants are actively involved and allow members to share experiences. The disadvantages are that it's time-consuming and needs to be well managed to have value (Alvord, 2010). 

Lectures will be part of the training methods too. It will involve a direct talk without group participation. Lectures will enable the facilitator to deliver information and facts by giving specific details related to the job (Clark, 2014). The method allows for a significant number of participants, provides room for much material to be covered within a short time and allows the facilitator (lecturer) to be in full control. However, it makes the learner passive during the period.

Lastly, this training program will incorporate group exercise method. The method will be useful for team building and generate interactive skills. The trainer needs to prepare well to make sure that everything is organized. This approach facilitates the high involvement of motivated participants (Huddlestone & Pike, 2016).

The Training Program

According to Alvord (2010), training program shows the agendas/activities of the training and highlights the time taken to cover each agenda. Below is the proposed training program to be implemented in the two days training for a group of 20 employees.

Duration: 2 Days Training

Organizer: Human Resource Department

Participants: 20 Employees

Objectives: -To increase knowledge and skills for the employees.

-To build and strengthen skills in particular tasks to improve performance.

-To update employees on the changes in procedures and policies.

-To develop employees attitude.



DAY ONE

Section 1: Introduction.

Facilitator: HR Partner

Time: 08:00-08:30

Description: -Opening prayers, welcoming note, and participants to introduce themselves.

Section 2: Impacting skills & Knowledge.

Facilitator: Talent Acquisition Manager-HR

Time: 08:00-10:30

Description: Introducing sales & marketing, required skills & knowledge and motivation.

TEA BREAK

Section 3: Building and strengthening of competence.

Facilitator: Recruitment Manager-HR

Time: 10:30-13:00

Description: Skills acquisition methods, building the acquired skills, and video presentations.

LUNCH BREAK

Section 4: Interactive question & answer and closing remarks.

Facilitator: Talent and Acquisition Manager-HR

Time: 14:00-16:30

Description: Answering participant’s questions, team building and closing remarks.

DAY TWO

Section 1: Changes in procedures and policies.

Facilitator: Operations Manager

Time: 08:00-10:00

Description: Highlighting the changed procedure & policies and how to deal with change.

TEA BREAK

Section 4: Positive attitude and performance.

Facilitator: Performance Monitoring Manager

Time: 10:30-13:00

Description: Effects of attitude, improving performance and rewarding criteria.

LUNCH BREAK

Section 5: Evaluation and Closing Remarks.

Facilitator: HR Partner

Time: 14:00-16:30

Description: Group discussions, evaluation test, vote of thanks and closing remarks.

Conclusion

A perfect employee training program is regularly designed by following a step-by step process. It is advisable to always begin with a need assessment to ensure your training initiatives are effective. It is prudent to ensure that your objectives are formulated in accordance to the training needs identified during the evaluation. It 's okay to train employees and assume that the training was adequate. After training, you need to do an evaluation to gauge whether you delivered a practical training. Also, it's important to consider the budget for the training. Your training budget should be affordable compared to the expected results after the training.





















References

Alvord, B. D. (2010). Advanced instructional design: Designing effective training. Wyomissing, PA: Alera Publishing Group.

Clark, R. (2014). Evidence-based training methods: A guide for training professionals. ASTD.

Huddlestone, J., & Pike, J. (2016). Team and collective training needs analysis: Defining requirements and specifying training systems.

Noe, R. A. (2013). Employee training and development. New York: McGraw-Hill/Irwin.

Saks, A. M., Haccoun, R. R., Belcourt, M., & Belcourt, M. (2010). Managing performance through training and development. Toronto: Nelson Education.