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Training ROI Made Simple

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There are many benefits that training can have on your organization, including lower workforce churn, increased employee productivity and greater income generation. However, the true ROI (Return on ...

There are many benefits that training can have on your organization, including lower workforce churn, increased employee productivity and greater income generation. However, the true ROI (Return on Investment) of training is often considered difficult and costly to define and capture.

This TMA World has developed a process that captures the positive impact of training, to ensure your organization achieves a return on investment.

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    Training ROI Made Simple Training ROI Made Simple Presentation Transcript

    • David Halldhall@tmaworld.comTraining ROI made simple
    • Why ROI? Making Saving Wasting © Transnational Management Associates Ltd. All Rights Reserved. 2
    • EVALUATION MODELS © Transnational Management Associates Ltd. All Rights Reserved. 3
    • The five levels of evaluation Evaluation requirement Cost & Effort Most valuable, difficult, infrequently usedLevel 5 – Return on Investment of TrainingLevel 4 – Business ImpactLevel 3 – Behavior/ ApplicationLevel 2 – LearningLevel 1 – Reaction Least valuable, easiest, most frequently used © Transnational Management Associates Ltd. All Rights Reserved. 4
    • The five levels of evaluation Evaluation requirement Cost & Effort Most valuable, difficult, infrequently usedLevel 5 – Return on Investment of Training Philips – 1970Level 4 – Business Impact Kirkpatrick – 1959Level 3 – Behavior/ Application Rackham (CIRO)– 1970Level 2 – Learning Kaufman & Keller – 1994 Holton – 1996Level 1 – Reaction Least valuable, easiest, most frequently used © Transnational Management Associates Ltd. All Rights Reserved. 5
    • Patricia Pullman Phillips“Reduction in training budgets are due, in part, to training‟sinability to demonstrate value to the organization”“As a tool ROI does not enjoy widespread application”“Some very real barriers do exist - additional, time, costs,skills & resources”Practically, however, the ROI calculation alone is an imperfectmeasurement which must be used in conjunction with otherperformance measurement tools © Transnational Management Associates Ltd. All Rights Reserved. 6
    • “What is our intent in collecting this data?”“Not all training programmes are candidates for ROI” © Transnational Management Associates Ltd. All Rights Reserved. 7
    • ROI Calculation • Gross Benefit - Cost ROI % = X 100 Total Cost © Transnational Management Associates Ltd. All Rights Reserved. 8
    • ROI Calculation €100,000-€50,000 Math is not the problem! ROI % = X 100 €50,000 = 1 x 100 = 100% ROI © Transnational Management Associates Ltd. All Rights Reserved. 9
    • Forecasting & measuring costs 1. Design & development 2. Promotion 3. Administration 4. Faculty 5. Materials 6. Facilities 7. Students 8. Evaluation ?. Unknown costs (specific to your organization) © Transnational Management Associates Ltd. All Rights Reserved. 10
    • Forecasting & measuring benefits 1. Labour saving 2. Increased productivity 3. Increased efficiency 4. Cost saving 5. Income generation 6. Unknown benefits (specific to your organization) © Transnational Management Associates Ltd. All Rights Reserved. 11
    • Variables? Management Lost productivity Replacement cover Migration Change © Transnational Management Associates Ltd. All Rights Reserved. 12
    • There is no ROI without…DEPLOYMENT © Transnational Management Associates Ltd. All Rights Reserved. 13
    • There is no ROI without…IMPROVEMENT &DEPLOYMENT © Transnational Management Associates Ltd. All Rights Reserved. 14
    • Improvement in capabilityWILLINGNESS&ABILITY © Transnational Management Associates Ltd. All Rights Reserved. 15
    • AbilityUNDERSTANDING&SKILL © Transnational Management Associates Ltd. All Rights Reserved. 16
    • WillingnessCONFIDENCE&MOTIVATION © Transnational Management Associates Ltd. All Rights Reserved. 17
    • DeploymentDO MOREDO BETTERDO NEW © Transnational Management Associates Ltd. All Rights Reserved. 18
    • How do we find out?LEARNERS ASKMANAGERS MEASUREOTHERS © Transnational Management Associates Ltd. All Rights Reserved. 19
    • What do measure?CAPABILITY AUDITcaptures improvement © Transnational Management Associates Ltd. All Rights Reserved. 20
    • What do we measure?FREQUENCYcaptures deployment of capabilitybefore & after © Transnational Management Associates Ltd. All Rights Reserved. 21
    • Capability Audit Audits Reports Decision Making Pre-training audit The following short self assessment will record your current Willingness and Ability to perform in the 10 key skills areas of Impactful Presentations & also the frequency with which you currently apply those skills The questionnaire will take you approximately 5 minutes to complete. Ability Willingness Frequency Click on the tabs to learn more about Ability, Willingness and Frequency Start questionnaire © Transnational Management Associates Ltd. All Rights Reserved. 22
    • Capability Audit Audits Reports Decision Making Pre-training audit Ability The level of a person‟s capability will be determined by a combination of their willingness & ability to perform the task or do the job. When rating this assessment consider that Ability will be a combination of Understanding & Skill. You may have a high level of understanding of music but a low level of skill in playing the piano. Alternatively you may be very skilled at playing the piano and yet not understand about the structure of notes. Understanding Skill Start questionnaire © Transnational Management Associates Ltd. All Rights Reserved. 23
    • Capability Audit Audits Reports Decision Making Pre-training audit Willingness Willingness in this context is a combination of Confidence & Motivation. You may be motivated to sell the company‟s new product because of the bonus you will earn but lack the confidence to pitch to a large new client. Alternatively you may be very confident to pitch but lack the motivation because the commission is very low Confidence Motivation Start questionnaire © Transnational Management Associates Ltd. All Rights Reserved. 24
    • Capability Audit Audits Reports Decision Making Pre-training audit Frequency The value of any individual to an organisation is measured by their actions and the benefits those actions deliver. In completing this section of the self assessment, consider, honestly, how often you actually do the things listed to the left. It may be that you never take account of the effect your decision will have on others or that sometimes you do & sometimes you don‟t, or that you always consider every effect on everyone. Never Sometimes Always Start questionnaire © Transnational Management Associates Ltd. All Rights Reserved. 25
    • Capability Audit Audits Reports Rate the 5 key capabilities below according to your Ability and Willingness to perform them, as well as the Decision Making frequency to which you use those skills in your job. Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 26
    • Capability Audit Audits Reports Rate the 5 key capabilities below according to your Ability and Willingness to perform them, as well as the Decision Making frequency to which you use those skills in your job. Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 27
    • Capability Audit Audits Reports Rate the 5 key capabilities below according to your Ability and Willingness to perform them, as well as the Decision Making frequency to which you use those skills in your job. Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 28
    • Capability Audit Audits Reports Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them, Decision Making as well as the frequency to which they use those skills in their job. Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 29
    • Capability Audit Audits Reports Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them, Decision Making as well as the frequency to which they use those skills in their job. Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 30
    • Capability Audit Audits Reports Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them, Decision Making as well as the frequency to which they use those skills in their job. Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 31
    • Capability Audit Audits Reports Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them, Decision Making as well as the frequency to which they use those skills in their job. Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 32
    • Capability Audit Audits Reports Manager Decision Making Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them, as well as the frequency to which they use those skills in their job. Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - M: Needs to be more systematic and organized in gathering & managing data Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 33
    • Capability Audit Audits Reports Learner & Manager REPORT Decision Making Rate the 5 key capabilities below according to your Ability and Willingness to perform them, as well as the frequency to which you use those skills in your job. Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - L: I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info M: Needs to be more systematic and organized in gathering & managing data Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 34
    • Capability Audit Audits Reports Learner & Manager Assessment Decision Making . Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 35
    • Scrap learning“This concept is very troubling in learning today.About 65 percent of training is not optimallyapplied on the job”(KnowledgeAdvisors, 2008) © Transnational Management Associates Ltd. All Rights Reserved. 36
    • Scrap learning“The core problem is that managers are notproperly preparing learners for training nor arethey supporting them afterward on the job” © Transnational Management Associates Ltd. All Rights Reserved. 37
    • Scrap learning“ The result is wasted (i.e., scrap) learning.Scrap can be reduced through better managerengagement” © Transnational Management Associates Ltd. All Rights Reserved. 38
    • Scrap learning“Managers who set expectations with employeesprior to learning and follow through afterwardwith projects and measurable goals overcome thescrap learning crisis.”ESI International white paper 2011 © Transnational Management Associates Ltd. All Rights Reserved. 39
    • Motivation © Transnational Management Associates Ltd. All Rights Reserved. 40
    • Key ResponsibilitiesManaging:  Systems / Processes  Resources  Budgets  Results  People © Transnational Management Associates Ltd. All Rights Reserved. 41
    • Managing people  Managing Systems  Managing Resources  Managing Budgets  Managing Processes  Managing People © Transnational Management Associates Ltd. All Rights Reserved. 42
    • Managing people Guidance Focus LEARNER Intention Permission © Transnational Management Associates Ltd. All Rights Reserved. 43
    • Managing people Influence Importance MANAGER Evidence Effect- ROE © Transnational Management Associates Ltd. All Rights Reserved. 44
    • Managing people Commitment Confidence TRAINER Motivation Tuning © Transnational Management Associates Ltd. All Rights Reserved. 45
    • The Learning Path DISCOVER - Learning Path - Faculty & Learners - Foundation self study - Capability © Transnational Management Associates Ltd. All Rights Reserved. 46
    • The Learning Path Understanding DEVELOP Skill Confidence Motivation © Transnational Management Associates Ltd. All Rights Reserved. 47
    • The Learning Path DEPLOY - Learning - Deployment Plan - Post Learning Capability Audit - Deployment Review - Deployment Report © Transnational Management Associates Ltd. All Rights Reserved. 48
    • Deployment plan Deployment Target Tactics Performance Zones When am I going to start What am I aiming for? How do I get there? and finish thisGlobal Virtual Teams Start FinishCooperationWe help each other © Transnational Management Associates Ltd. All Rights Reserved. 50
    • Deployment Target Tactics Performance Zones When am I going to start What am I aiming for? How do I get there? and finish thisGlobal Virtual Teams AOK= all ok FP= Future Priority Start Finish AOKCooperationWe help each other FPConvergenceWe pull in thesame direction AOKCoordinationWe work together Benefit from the experience of Put out a blog for help before I 10/11/11 10/12/11 +Capability my colleagues in the XY start spending time on searching ongoing community for my own unique solutionWe share what we have To improve my verbal Prepare more for the call, slow 4/11/11 ongoingCommunication communication with my down and ensure mutualWe pay attention to colleagues in India understanding before we finish the call and put summary in email.each other Improve my understanding of Ask them. 4/11/11 OngoingCultural Intelligence the cultural differences between Get on a course ASAP – Jan at myself and my colleagues in Research the latestWe play well together India 4/11/11 11/11/11 © Transnational Management Associates Ltd. All Rights Reserved. 51
    • Deployment support Manager Learner © Transnational Management Associates Ltd. All Rights Reserved. 52
    • Deployment data collectionDeployment Plans reviewedCapability Audits – Frequency differentials © Transnational Management Associates Ltd. All Rights Reserved. 53
    • Deployment review MORE? © Transnational Management Associates Ltd. All Rights Reserved. 54
    • Deployment Target Tactics Performance Zones When am I going to start What am I aiming for? How do I get there? and finish thisGlobal Virtual Teams AOK= all ok FP= Future Priority Start Finish AOKCooperationWe help each other FPConvergenceWe pull in thesame direction AOKCoordinationWe work together Benefit from the experience of Put out a blog for help before I 10/11/11 10/12/11 +Capability my colleagues in the XY start spending time on searching ongoing community for my own unique solutionWe share what we have To improve my verbal Prepare more for the call, slow 4/11/11 ongoingCommunication communication with my down and ensure mutualWe pay attention to colleagues in India understanding before we finish the call and put summary in email.each other Improve my understanding of Ask them. 4/11/11 OngoingCultural Intelligence the cultural differences between Get on a course ASAP – Jan at myself and my colleagues in Research the latestWe play well together India 4/11/11 11/11/11 © Transnational Management Associates Ltd. All Rights Reserved. 55
    • Deployment review Deployment Target Performance Tactics When am I going to start and Deployment What am I aiming Zones How do I get there? finish this Progress to date ( 3/12/12) for? (LP Date: 3/11/11) AOK= all ok FP= Start Finish None Some Most All Future PriorityCooperation AOKWe help eachotherConvergence FPWe pull in thesame directionCoordination AOKWe work together Benefit from the Put out a blog for help 10/11/11 10/12/11 +CapabilityWe share what experience of my colleagues in the XY before I start spending time on searching for ongoing ✓we have community my own unique solution To improve my Prepare more for the 4/11/11 ongoingCommunicationWe pay attention verbal communication with call, slow down and ensure mutual ✓to my colleagues in understanding before weeach other India finish the call and put summary in email. Improve my Ask them. 4/11/11 OngoingCultural understanding of the cultural Get on a course ASAP – Jan at ✓ ✓IntelligenceWe play welltogether differences between myself and my colleagues in India Research the latest 4/11/11 11/11/11 ✓ © Transnational Management Associates Ltd. All Rights Reserved. 56
    • Capability Deployment Never Sometimes Most AlwaysBefore 3 6 1 0 © Transnational Management Associates Ltd. All Rights Reserved. 57
    • Capability Deployment Never Sometimes Most AlwaysAfter 0 1 4 5Before 3 6 1 0 © Transnational Management Associates Ltd. All Rights Reserved. 58
    • Deployment review BETTER? © Transnational Management Associates Ltd. All Rights Reserved. 59
    • Capability Audit Audits Reports Decision Making Rate the 5 key capabilities below according to your team members Ability and Willingness to perform them, as well as the frequency to which they use those skills in their job. Gather all relevant & available facts before making a decision Low High Ability Willingness Frequency - I tend to over analyze and am fearful that I will make a decision without that one crucial piece of info Low High Consult effectively with other people as appropriate Ability Willingness Frequency + Additional Comments Generate a list of options Low High Ability Willingness Frequency + Additional Comments Use a range of tools & techniques to evaluate the pros and cons of Low High available options Ability Willingness Frequency + Additional Comments Take account of the consequences of the decision on others Low High Ability Willingness Frequency + Additional Comments Save & continue later Continue> © Transnational Management Associates Ltd. All Rights Reserved. 60
    • TMA World ROI Cubit Qubit QBIT * ROI Capability * * Deployment © Transnational Management Associates Ltd. All Rights Reserved. 61
    • Quantifying the Business Impact of Training ROI * Capability * Deployment * © Transnational Management Associates Ltd. All Rights Reserved. 62
    • QBIT = 2-4Level 5 – Return on Investment of TrainingLevel 4 – Business ImpactLevel 3 – Behavior/ ApplicationLevel 2 – LearningLevel 1 – Reaction © Transnational Management Associates Ltd. All Rights Reserved. 63
    • IF capabilities deployed… Then Delegation QBIT 1. Distinguish between what is urgent, what is important & what is not 2. Set measurable objectives for priorities 3. Improved delegation  Delegate efficiently & effectively 4. Set clear outcomes and performance indicators for delegatee  Provideefficient use ofto the delegatee appropriate to the desired 5. More a thorough brief management resources  outcome Improved management capability 6. Inform all relevant others that a task has been delegated  Management time outcomes of delegatee 7. Monitor the actions & saved 8. Evaluate & Review with the delegatee their actions and outcomes  Reduction in errors 9. Recognise & reward success 10.Train, Coach & support the delegatee where necessary © Transnational Management Associates Ltd. All Rights Reserved. 64
    • Survive & thrive Profit & Reputation * BI Profit * Reputation * © Transnational Management Associates Ltd. All Rights Reserved. 65
    • Improved delegation = More efficient use of management resources Profit Improved management capability Profit & Reputation Management time saved Profit Reduction in errors Profit & Reputation © Transnational Management Associates Ltd. All Rights Reserved. 66
    • The greatest waste of money… NO DEPLOYMENT © Transnational Management Associates Ltd. All Rights Reserved. 67
    • Thank you QBIT * ROI Capability * Deployment * © Transnational Management Associates Ltd. All Rights Reserved. 68
    • Thank you for your participation Please visit our website www.tmaworld.com Get in touch! Contact us at enquiries@tmaworld.com or David directly at dhall@tmaworld.comTMA World is a leader in developing talent for the global workplace. © Transnational Management Associates Ltd. All Rights Reserved. 69
    • TMA World is a leader in developing talent for theglobal workplace. Across 50 countries we applya blend of experiential workshops and e-learningmethodologies to enable individuals at all levels tolead and collaborate across distances and difference: Develop leaders - who possess appropriate global mindsets and competencies Engage global teams - to collaborate seamlessly and support international growth Achieve consistency - across cultures, methodologies and management Harmonize cross-border relationships - both internally and externally Unify your people - to enable the free flow of ideas and skills globallyTo find out more about how we can help you address your learning and developmentchallenges, please contact us at enquiries@tmaworld.com or visit our websitewww.tmaworld.comLondon New York San Francisco Hong Kong Singapore Bangalore Moscow © Transnational Management Associates Ltd. All Rights Reserved. 70
    • TMA World PublicationsWritten by Terence Brake, President, TMA World-Americas http://virtualteamwork.blogspot.com Where In The World Is My Team? Making a success of your virtual global workplace THE FUTURE OF VIRTUAL „Where In The World Is My Team? Making a success of your virtual global TEAMWORK & workplace‟ addresses the issues of „Sanity, Survival and Success in Global COLLABORATION Teams‟. Tools, theories and concepts are introduced to help businesspeople working internationally to understand and develop the competencies required to The work revolution is here and manage and lead global teams. now! This blog builds on the work of my new book - The Global Leader: Critical Factors For Creating The World Class Where in the World is My Team? Organization by discussing the latest thinking Globalization may have become a cliché, but that doesn‟t make it any less real or on virtual teamwork and any easier to achieve and sustain. Global competitiveness requires continuous collaboration. Enjoy! attention to core capabilities. „The Global Leader‟ addresses one of the most critical capabilities needed for winning in this new business environment: a company‟s ability to develop global leaders throughout its organization. Managing Globally „Managing Globally‟ is a practical, self-help guide to help you develop key management skills for working with other cultures. Packed with essential tips and advice you will learn how to adapt to different working practices, from overcoming language barriers, making presentations and carrying out negotiations to working in global teams and managing conflict. Managers Handbook A comprehensive guide to learning key management skills, understanding core business concepts, and planning a successful career, „Managers Handbook‟ is both an introduction for new managers and an up-to-date reference for experienced managers and those working in new businesses. © Transnational Management Associates Ltd. All Rights Reserved. 71