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Just like the recruitment manager is responsible for all the hiring needs of the organization, similarly the training manager is responsible for the skills and business competencies of the organization – acquiring, maintaining and enhancing them.
Since the repository of the skills/competencies are people, a training manager's job becomes difficult without employee cooperation and systems to measure the changes happening in every workstation. In getting them to sign up for a program, or in applying whatever they have learnt, the impact will be visible in the results delivered by the employees.
However, to see them, there is a need to put comprehensive systems in place. Lack of results does not indicate ineffective training, it only indicates a failure of the business measurement system to capture the results.
And for the training manager to do this effectively, it is important that he/she has an overall view of the business, growth drivers and job design.
The system can fail on multiple counts: it only measures financial results; there is no linkage between the skills required and results; the employee is not clear on the objectives of the training; there is no linkage between the expectations of the department/business and individual employee; the program content is not relevant.
Many times, the program covers too much content which could result in the employee being unable to devote time to applying whatever he/she has learnt. Therefore, it is important that proper systems be put in place to: link learning to business/career growth needs; link application to all the parameters of department performance; implement learning; and measure.
• Lack of results indicates a failure of the measurement system
• Proper systems can link learning to business needs and others
• Training managers must have view of growth drivers, job design
Source: Geet Mala Jalota, Special to Jobs & Careers
The writer is an Independent HR Trainer and Consultant