The above presentation on Effective HR is about Implementing Training Programs. The presentation deals with the meaning and significance of Implementation. It explains how to judge various training implementation approaches and understand the training implementation process. This presentation is prepared by Welingkar’s Distance Learning Division. For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR Join us on Facebook: http://www.facebook.com/welearnindia Follow us on Twitter: https://twitter.com/WeLearnIndia Read our latest blog at: http://welearnindia.wordpress.com Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP

1. Welingkar’s Distance Learning Division
Effective HR
CHAPTER-5
Implementing Training Programs
We Learn – A Continuous Learning Forum

2. Objectives
• After completing this chapter, you should be
able to:
– Know the meaning and significance of training
implementation
– Judge the various training implementation
approaches
– Understand the training implementation process

3. Meaning & significance of
implementation of training
• Implementation involves a series of activities,
through which training managers bring the
course to learners in accordance with
approved design.
• It requires scheduling of courses, faculties,
equipment and service providers apart from
arranging for ongoing classroom support, and
ensuring the smooth flow of activities as per
the plan.

4. Training implementation approaches
• A training program can be
implemented in three
major ways namely
– by outsourcing the
program or
• To choose any one of
– making it i.e. conducting
them requires analyzing a
in-house or
set of factors which are as
– by a mixture of
under:
outsourcing & making
– Making or buying decision
yourself activities which
– Select the outsourcing
can be called as blended
agency
or hybrid approach.

5. Making or buying decision
• Number of people to be trained:
– It’ the number of people to be trained is more,
then the program should be in house.
– If the number is few, then it can be outsourced.
• Expertise available and required:
– If in-house expertise is available, then the training
manager should not consider outsourcing.
– If the expertise is not available internally, then the
training should be outsourced.

6. Making or buying decision
• Infrastructure available and required:
– If the required infrastructure is already available in
the company, then it should consider developing
the training in-house.
• Time deadlines:
– If the learning is time sensitive and sufficient time
is not available for training the entire group of
identified people within the available time, then
outsourcing should be considered.

7. Select the outsourcing agency
• Outsourcing could be total or in part. In total
outsourcing, the company has to do just two
things namely
– nominating the trainers and
– paying the training fees.
• Partial outsourcing becomes inevitable when
the organization has some training resources
but does not have all the required resources.

8. Select the outsourcing agency
• Following are the major factors to be taken into
account for choosing an outsourcing organization
for training:
– Who are their present clients?
– What is the core competency of this training
organization?
– What are the advantages in cost savings, meeting time
deadlines, and suitability to our business needs?
– Post—training support if any.
– Any other reasons to be recorded in writing.

9. Process of implementation of in-house
training
• Training implementation is the hardest part of
the system because one wrong step can lead
to the failure of whole training program.
• Even the best training program will fail due to
one wrong action.
• Training implementation can be segregated
into - practical administrative arrangements
and carrying out of the training.

10. Process of implementation of in-house
training
• In the event of deciding to conduct the
training program in-house, the challenge of
full implementation emerges.
• The entire gamut of implementation activities
can be classified into
blocking the dates
mobilizing the resources
managing the
contingencies
executing the program

11. Blocking the dates
• Training implementation function begins with
blocking appropriate dates once the design is
ready.
• There are so many stakeholders involved in a
training activity like
– the trainees, the trainers, the organization or sponsor,
the service providers and even the customers who
depend upon the services of the trainees.
• The other factors that influence the training dates
are climatic conditions and seasonal character of
industry for on the job training.

12. Blocking the dates
• Training managers should keep in mind the
below factors while implementing the training
program:
– From the trainee perspective, the training should
not be held during Periods wherein lots of
intervening holidays are going to come
– The organization would say that the training
should not be held during the busy business
season. The training should be arranged when it is
most required from the business perspective.

13. Blocking the dates
• Training managers should keep in mind the below
factors while implementing the training program:
– From the trainer’s perspective, the training program
should be conducted on the days when they are not
engaged elsewhere.
• Blocking the dates in advance is equally
important front the service providers’ angle
especially when the training organizers are
heavily dependent upon them right from the
venue and catering services to audiovisuals and
transportation.

14. Mobilizing the resources
• Training resources involves financial resources, human
resources, material resources and infrastructure
resources.
• A training manager has to focus seriously on resource
mobilization because money alone cannot obtain all
the other training resources.
• An organization may be willing to pay any amount for
the right trainer but it still may not be able to locate
him.
– Therefore, searching and bringing the needed resources
for a training program is very important for its overall
success.

15. Mobilizing the resources
• Financial resources:
– The training manager has to analyze the amount
earmarked by the company and the cost estimate.
• Infrastructure and logistic requirements:
– Training site
• The training site is the physical location where the training is
delivered, it may be owned or rented premises.
– Seating arrangement
• The seating should be flexible enough to rearrange them
easily for different activities like individual assignment, group
discussion, etc.

16. Mobilizing the resources
• Infrastructure and logistic requirements:
– Transportation
• Suitable arrangements for the transportation of
trainees and the trainers should be made, the problem
of transportation should not be allowed to disrupt the
training schedule.

17. Mobilizing the resources
• Infrastructure and logistic requirements:
– Selection and training of trainers
• Once it is decided to conduct the program in-house the
training manager has to identify and train the trainers.
• If the programs are generic in nature then professional
trainers can be hired from the market on daily fees
basis or on total program fees basis.
• For programs specific to a particular organization, the
trainers have got to be from with the company.

18. Managing contingencies
• After the program is started many other
problems may crop up.
– For example, the audio visuals may not work, seating
arrangements may not be suitable, etc.
– The training manager should keep ready a set of
standby vendors who can be summoned at short
notice in such emergencies.
– The training manger should remind the service
providers, at least 15 days in advance, requesting
them to keep ready the confirmed equipment and
services on the agreed date.

19. Managing contingencies
• After the program is started many other
problems may crop up.
– For each service/equipment required, the training
manager should prepare a list of at least Five
vendors with up to date contact details.
– Training managers should prepare a contingency
each session to meet the contingent hurdles.

20. Executing the program
• The training manager should once again
remind all the concerned participants just a
day prior to the commencement of training.
• The training manager should reach the venue
at least one hour in advance to the venue on
the first day of training to ensure that
everything is happening as planned.
• Defaulters can be reminded again on the first
day to join the program.

21. Executing the program
• The training manager
should inform the trainer
in advance about the
constraints of time.
• If any trainer continues
the session beyond the
allotted time, then it is
• The training manager as a necessary that the
coordinator of the
training manager should
program should ensure
intervene.
that sessions are not
prolonged beyond the
allotted time.

22. Executing the program
• If any learning needs have not been met
during the program, the training manager
should make sure the information/material is
sent immediately after the program, through
e-mail or courier.
• The training manager should settle the bills of
the service providers either on the last day or
on the next day after the program has
concluded.

23. Executing the program
• If any post-training activities have to be
performed by the trainees, like completing a
reading assignment or submitting an assignment,
the training manager should remind the trainees
of the same.
• Sometimes, instructions may have to be sent to
the trainee’s supervisor at workplace to provide
any assistance needed or cooperate in the
enhancement of the trainee’s learning or to
observe the post-training performance and
submit a report on the improvements.