1. Read the following Case Study. Recreate Exhibit 9.1 on pages 205 and 206 in a Word Document. Answer those questions in regard to this case study. Before the Employee Training In a Mid-Western university, the Director of Human Resource Development (HRD) created a new employee training series for supervisory staff members. She began the needs assessment process with focus groups that included both prospective participants and supervisors to identify the key skills and ideas needed from the training. She consulted with outside experts to determine employee training content. She observed employee training programs and met with other university HRD Directors to compare notes before developing the employee training. She formed a university-wide advisory committee to review and assist with the employee training design and delivery. Then, working with internal and external training and development vendors, she developed the objective-based employee training sessions. Managers of trainees are required to attend an initial meeting which introduces the employee training session content. These meetings also teach participants the role of the manager in supporting the training efforts. Gradually, more and more managers are attending the complete training as well. During the Employee Training She piloted sessions with the first couple of employee training groups in a classroom setting. Sessions were redesigned based on feedback. Trainers present relevant examples and activities during the sessions. The participants fill out multi-page evaluations that provide feedback about content, learning, and the effectiveness of the sessions. These are due within a week and not required at the end of the session so participants have time for thoughtful review. After the Employee Training Training redesign is an ongoing process based on feedback. A couple of months after the sessions, the HRD Director meets with employees who participated to assess their satisfaction and learning transfer over time. She also meets with their supervisors to assess whether the employees are applying the skills in the workplace. She is working to provide actual testing and 360 degree feedback to strengthen the training transfer component of the employee training program. THIS IS THE ASSIGMENT PART Wk 7 Exhibit 9.1 Training Self Audit A training audit’s purpose is to asses training practices and process and, where necessary, develop action plan and implement changes to ensure that effective training will be an ongoing activity. Seven key areas are listed below. Chose yes or no and answer each question. Training Needs Identification YES NO Does the organization have and regularly use a systematic, ongoing training need assessment process, using either a task analysis or a strategic needs assessment method, to identify specific knowledge skills, attitudes, and/or behaviors needing improvement? Interactive Training YES NO Does training engage the adult l.

1. 1. Read the following Case Study. Recreate Exhibit 9.1 on
pages 205 and 206 in a Word Document. Answer those
questions in regard to this case study.
Before the Employee Training
In a Mid-Western university, the Director of Human Resource
Development (HRD) created a new employee training series for
supervisory staff members. She began the needs assessment
process with focus groups that included both prospective
participants and supervisors to identify the key skills and ideas
needed from the training.
She consulted with outside experts to determine employee
training content. She observed employee training programs and
met with other university HRD Directors to compare notes
before developing the employee training. She formed a
university-wide advisory committee to review and assist with
the employee training design and delivery.
Then, working with internal and external training and
development vendors, she developed the objective-based
employee training sessions. Managers of trainees are required to
attend an initial meeting which introduces the employee training
session content. These meetings also teach participants the role
of the manager in supporting the training efforts. Gradually,
more and more managers are attending the complete training as
well.

2. During the Employee Training
She piloted sessions with the first couple of employee training
groups in a classroom setting. Sessions were redesigned based
on feedback. Trainers present relevant examples and activities
during the sessions.
The participants fill out multi-page evaluations that provide
feedback about content, learning, and the effectiveness of the
sessions. These are due within a week and not required at the
end of the session so participants have time for thoughtful
review.
After the Employee Training
Training redesign is an ongoing process based on feedback.
A couple of months after the sessions, the HRD Director meets
with employees who participated to assess their satisfaction and
learning transfer over time. She also meets with their
supervisors to assess whether the employees are applying the
skills in the workplace. She is working to provide actual testing
and 360 degree feedback to strengthen the training transfer
component of the employee training program.
THIS IS THE ASSIGMENT PART

3. Wk 7 Exhibit 9.1 Training Self Audit
A training audit’s purpose is to asses training practices and
process and, where necessary, develop action plan and
implement changes to ensure that effective training will be an
ongoing activity. Seven key areas are listed below. Chose yes or
no and answer each question.
Training Needs Identification
YES
NO
Does the organization have and regularly use a systematic,
ongoing training need assessment process, using either a task
analysis or a strategic needs assessment method, to identify
specific knowledge skills, attitudes, and/or behaviors needing
improvement?
Interactive Training
YES
NO
Does training engage the adult learner interactively, whether in
an instructor-led classroom environment, self-paced, blended
training delivery, so that knowledge, skills, attitudes , and
behavioral change has a greater opportunity to occur?
Qualified Trainers and Content Providers
YES
NO
Whether performed by in- house training staff, internal subject
matter experts, or external content providers and/or trainers, has

4. a training professional reviewed and approved the qualifications
and training materials of all providers to ensure that they will
produce a high quality training experience?
Demonstrated Management Support
YES
NO
Is management clearly committed to supporting the training
effort? Is there clear evidence that reinforces this assumption?
Evaluation Processes
YES
NO
Are evaluation processes in place and consistently used? Is
action taken once evaluation data is collected and analyzed?
Training Database
YES
NO
Does a training database track targeted and actual employee
participation in training programs and other vital training
information? Are reports generated that communicate actionable
information for decision makers, training professionals, and
managers?
Retraining Opportunities
YES
NO

5. Is employee retraining strongly encouraged and undertaken as
needed to ensure trainees possess adequate job knowledge, skill,
attitudes, and behavior subsequent to initial training
participation?