Hrd..ppt
•Download as PPTX, PDF•
0 likes•276 views
The document discusses evaluating training programs to determine their effectiveness and impact on organizational goals. It outlines determining if programs achieve objectives, identifying strengths and weaknesses, and gathering data to help decide who should participate in future programs. The best known evaluation model is Kirkpatrick's Four Level Evaluation Model which measures reaction, learning, behavior, and results.
Report
Share
Report
Share
Recommended
Measuring leadership effectiveness
This document discusses four categories for measuring leadership effectiveness: subjective realm, numbers-based metrics, leadership index, and leadership potential. The subjective realm looks at morale, participation, innovation, and process improvement. Numbers-based metrics examine productivity, efficiency, mistakes, sales, and customer service metrics. The leadership index uses evaluations to assess leaders on key skills and behaviors. Leadership potential measures how well the organization is developing future leaders at lower levels.
Strategy Execution
This document discusses the importance of strategy execution for companies. It notes that between 70-90% of companies fail to properly execute their strategies. Only 63% of planned performance is actually delivered on average. The key issues are that no one is clearly responsible for execution, employees do not understand what is expected of them, and there is no accountability. It then provides a 13 step process for connecting strategy to daily employee actions through defining success metrics, aligning job roles and goals, using metrics for management, and ongoing communication. The overall message is that effective strategy execution requires focusing employees on measurable results rather than activities.
Leadership coaching and leadership coaching training
Leadership Coaching Training can help managers acquire skills that contribute to increased productivity and long-term success. We know, for example, that supportive, performance-focused leadership contributes to improved motivation.
Employee engagement pulse surveys
Pulse surveys can provide regular feedback from employees on engagement, productivity, and responses to initiatives through various methods like annual satisfaction surveys, weekly check-ins, and reaction surveys. Annual surveys comprehensively assess trends across departments, while weekly check-ins and reaction surveys focus on specific issues or recent initiatives. The feedback is then analyzed for trends, reported to management, and responded to by making adjustments or providing more communication to improve the employee experience.
Management
Three behaviors of healthy organizations that are strongly correlated with creating deal value are talent management, external focus, and internal discipline. Talent management involves selecting the best candidates internally and externally to deliver the new vision. External focus means seeking customer feedback, collaborating with partners, and bringing in best practices from outside. Internal discipline refers to running a tight integration process through financial oversight, clear roles and accountability, linking results to incentives, and consequences for performance.
Group & team Amaresh Samrat
YouTube channel https://youtube.com/channel/UCKZP_wfNasmmD6afcZFahVQ
Instagram https://www.instagram.com/p/CNKsuXVHkc4/?utm_medium=copy_link
Facebook
https://www.facebook.com/amareshsamrat.amaresh
Slide share.
https://www.slideshare.net/AmreshKumarMaurya1/amaresh-samrat-effective-communication-skills
Module 4 - Networking and Alliances
Forming alliances and coalitions with other groups can bolster and strengthen your campaigns in a number of ways. Find out why joint working is useful, and just as importantly, how to make joint working a positive and productive experience for all involved. You can find out more about joint working for advocacy in our free Strategic Advocacy Course here: http://worldanimal.net/our-programs/strategic-advocacy-course-new/about
Issues Management
The document outlines a 7-step issues management process: 1) Monitoring the business environment to identify potential issues, 2) Identifying emerging issues, 3) Prioritizing issues based on their potential impact, 4) Analyzing priority issues in detail, 5) Deciding on a strategic response and communication plan, 6) Implementing approved policies and programs, and 7) Evaluating results to determine future strategies. The process is meant to help companies proactively address issues that could impact their business, reputation, or freedom of action.
Recommended
Measuring leadership effectiveness
This document discusses four categories for measuring leadership effectiveness: subjective realm, numbers-based metrics, leadership index, and leadership potential. The subjective realm looks at morale, participation, innovation, and process improvement. Numbers-based metrics examine productivity, efficiency, mistakes, sales, and customer service metrics. The leadership index uses evaluations to assess leaders on key skills and behaviors. Leadership potential measures how well the organization is developing future leaders at lower levels.
Strategy Execution
This document discusses the importance of strategy execution for companies. It notes that between 70-90% of companies fail to properly execute their strategies. Only 63% of planned performance is actually delivered on average. The key issues are that no one is clearly responsible for execution, employees do not understand what is expected of them, and there is no accountability. It then provides a 13 step process for connecting strategy to daily employee actions through defining success metrics, aligning job roles and goals, using metrics for management, and ongoing communication. The overall message is that effective strategy execution requires focusing employees on measurable results rather than activities.
Leadership coaching and leadership coaching training
Leadership Coaching Training can help managers acquire skills that contribute to increased productivity and long-term success. We know, for example, that supportive, performance-focused leadership contributes to improved motivation.
Employee engagement pulse surveys
Pulse surveys can provide regular feedback from employees on engagement, productivity, and responses to initiatives through various methods like annual satisfaction surveys, weekly check-ins, and reaction surveys. Annual surveys comprehensively assess trends across departments, while weekly check-ins and reaction surveys focus on specific issues or recent initiatives. The feedback is then analyzed for trends, reported to management, and responded to by making adjustments or providing more communication to improve the employee experience.
Management
Three behaviors of healthy organizations that are strongly correlated with creating deal value are talent management, external focus, and internal discipline. Talent management involves selecting the best candidates internally and externally to deliver the new vision. External focus means seeking customer feedback, collaborating with partners, and bringing in best practices from outside. Internal discipline refers to running a tight integration process through financial oversight, clear roles and accountability, linking results to incentives, and consequences for performance.
Group & team Amaresh Samrat
YouTube channel https://youtube.com/channel/UCKZP_wfNasmmD6afcZFahVQ
Instagram https://www.instagram.com/p/CNKsuXVHkc4/?utm_medium=copy_link
Facebook
https://www.facebook.com/amareshsamrat.amaresh
Slide share.
https://www.slideshare.net/AmreshKumarMaurya1/amaresh-samrat-effective-communication-skills
Module 4 - Networking and Alliances
Forming alliances and coalitions with other groups can bolster and strengthen your campaigns in a number of ways. Find out why joint working is useful, and just as importantly, how to make joint working a positive and productive experience for all involved. You can find out more about joint working for advocacy in our free Strategic Advocacy Course here: http://worldanimal.net/our-programs/strategic-advocacy-course-new/about
Issues Management
The document outlines a 7-step issues management process: 1) Monitoring the business environment to identify potential issues, 2) Identifying emerging issues, 3) Prioritizing issues based on their potential impact, 4) Analyzing priority issues in detail, 5) Deciding on a strategic response and communication plan, 6) Implementing approved policies and programs, and 7) Evaluating results to determine future strategies. The process is meant to help companies proactively address issues that could impact their business, reputation, or freedom of action.
Chap 11
The document discusses motivation through management by objectives (MBO) and performance appraisal. It defines MBO as an approach for improving organizational performance by aligning goals and tracking achievement. MBO involves employees participating in goal setting and jointly assessing tasks with supervisors. Benefits of MBO include improved planning, motivation, and productivity. The document also outlines implementing an MBO system and a result-oriented performance appraisal process.
Last version
This document discusses guidelines for setting measurable public relations objectives. It emphasizes that objectives should be meaningful by linking them to organizational goals, openly negotiated to make them reasonable, and quantifiable by specifying what will change, who it will impact, how much it will change, and within what timeframe. Objectives should aim to reduce disputes, drive performance and efficiency, and make programs successful by exceeding expectations. Measurable objectives allow an organization to track outputs like media coverage, as well as outcomes like awareness, understanding and behaviors, and ultimately contribute to business results like increased sales, productivity and avoiding crises.
Business in Action Ch6
The document discusses the key functions and roles of management. It outlines the four main functions as planning, organizing, leading, and controlling. It then provides details on the planning process and how managers develop strategies, set goals and objectives, and create action plans. It also describes the roles of management in organizing employee activities, facilities, decision making, and resource distribution. The document discusses leading by influencing and motivating people using different leadership styles. It concludes with controlling and how managers monitor progress, compare to standards, and take corrective action as part of the control cycle.
Management By Objective
A collaborative process in which managers and employees set mutually agreeable goals, define the responsibility for results and determine the means of evaluating individual and group performance
Public Relations Planning Course Part 5: The evaluation phase
Part 1 of a 5-part slide series to accompany the book “A Manager’s Guide to PR Planning: A Practical Approach” 2nd edition by Patricia Parsons.
The book is available from online book sellers and the publisher, Routledge.
https://goo.gl/e1pGMH
https://goo.gl/duz42j
Power and Politics
This document discusses organizational politics and political strategies that managers use to gain and exercise power. It defines organizational politics as activities managers engage in to increase their power and achieve goals. Political strategies include controlling uncertainty, being irreplaceable, having a central position, generating resources, and building alliances to gain power. Exercising power strategies include relying on objective information, bringing in outside experts, controlling the agenda, and making everyone a winner. The document also discusses positive and negative workplace politics and their impacts on organizations and employees.
Training evaluation
This document discusses training evaluation. It defines evaluation as the assessment and control of a training program's progress to improve processes or decide a program's future. Evaluation is a systematic process to determine a program's worth. It presents the Kirkpatrick four-level model of evaluation, which measures reaction, learning, behavior, and results. Methods include participant feedback, pre-post testing, observation, and financial reports. Benefits include accountability, cost effectiveness, and feedback to improve training.
Week 6 ch 7
This document discusses performance evaluation, feedback, and rewards. It covers:
1) The purposes of performance evaluation which are judgmental (for rewards, promotion) and developmental (improve performance). Continuous evaluation should focus on job performance, not the individual.
2) The cognitive model of feedback and how evaluated individuals process feedback. Multisource feedback involves input from multiple stakeholders.
3) Reinforcement theory which posits that behaviors are controlled by their consequences. Positive reinforcement increases behaviors while punishment suppresses them.
4) Reward programs aim to attract, retain, and motivate high performance. Satisfaction depends on rewards received relative to expectations and peers. A "line of sight" between performance and rewards is important
Ethical considerations
This document discusses the ethical considerations that must be addressed at each step of the planning process for social marketing programs. It outlines 6 key steps: 1) choosing a program focus, 2) selecting target audiences, 3) setting objectives and goals, 4) researching audience knowledge and behaviors, 5) designing the market offering or product, and 6) managing costs or prices. At each step, issues of social equity, competing priorities, disclosure, stewardship, and conflicts of interest must be carefully evaluated to ensure the program's ends justify the means and do not undermine alternative approaches or marginalize certain groups.
Using Data For Results And Learning
The document outlines outcomes and strategies for using data to manage results. It discusses three key steps agencies can take: 1) Clarify assumptions made in original proposals, 2) Identify course corrections needed based on data insights, and 3) Analyze the broad implications of learnings. The goal is for agencies to develop compelling re-applications that demonstrate how they are applying learnings to improve projects and achieve stronger results.
Mbo
Management by Objectives (MBO) was developed by Peter Drucker in the 1950s as a management approach focused on setting clear objectives and monitoring progress towards goals. MBO involves cascading organizational objectives down to employees, setting SMART goals, evaluating performance, and rewarding employees based on goal achievement. While MBO aimed to increase motivation, control, and development when implemented correctly, it is often misused by managers who focus only on results or use evaluations punitively rather than for development.
NCV 4 Management Practice Hands-On Support Slide Show - Module4
This slide show complements NCV 4 Management Practice Hands-On Training by Bert Eksteen & Anthony Hill, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Strategic Human Resource Management Lecture 13
This is the lecture 13 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
Performance Evaluation By MBA. Shinu
Performance evaluation involves managers evaluating employees after providing training to assess their behavior and determine how well they are meeting their objectives. It helps management make human resource decisions by providing a basis for rewarding employees appropriately and identifying skills that need improvement through remedial programs, while also giving employees feedback on how their performance is viewed. The process involves setting objectives, planning actions, periodically reviewing progress, and conducting an annual evaluation of achievement.
Goal Settings
Goal setting involves developing an action plan to motivate and guide progress toward a goal. Managers should connect individual goals to organizational growth strategies to focus and motivate employees. A SMART goal framework helps by making goals specific, measurable, achievable, realistic, and timely. The goal setting process involves brainstorming goals, prioritizing them, establishing objectives and deadlines, taking action, and continually evaluating progress while allowing flexibility.
Role of strategic direction in od
This document discusses the role of strategic direction in organization design. It states that strategic direction provides guidelines for decision making and allows organizations to adapt while ensuring everyone is working towards the same goals. The primary responsibility of top management is to determine an organization's goals, strategy, and design to adapt to a changing environment. Middle managers do the same for major departments, while first line managers focus on executing strategies. Strategic direction influences how organizations are designed and performance measures vary by organizational level. Top management's main role is to determine goals, strategy, and design to adapt the organization to its environment through goal setting and organizational design.
The role of strategic direction in
This document discusses the role of strategic direction in organizational design. It states that top management determines an organization's goals, strategy, and designs the organization to adapt to a changing environment. It also explores how an organization's purpose, mission, and operating goals provide direction and impact effectiveness. Strategic decision making involves assessing opportunities/threats, evaluating strengths/weaknesses, and determining the mission, goals, and strategies to implement through organizational design choices.
strategic direction
Organizational design aligns an organization's structure with its objectives and aims to improve efficiency and effectiveness. It can be triggered by needs to improve processes or a new mandate. A strategic direction defines the actions to achieve goals and vision, where the company wants to be in the future. Top management determines goals, strategy, and design, adapting the organization to changes. They assess opportunities/threats and strengths/weaknesses to determine mission, goals and strategies. Organizational design reflects how goals and strategies are implemented. Design must support the firm's competitive approach, such as an efficient structure for low-cost strategies or collaborative structure for differentiation strategies.
Assessing learning in Instructional Design
The document discusses assessment and evaluation in instructional design. It defines assessment as collecting data about learners and evaluation as analyzing that data. Assessment plays a role in measuring, diagnosing, and instructing learners. Evaluations should be both reliable, producing consistent results, and valid, accurately measuring the intended objectives. Instructional designers should match the type of assessment, such as cognitive tests or performance tests, to the learning objectives and collect data using appropriate methods. A successful learner evaluation provides data on learner progress, determines if objectives were met, and identifies the overall success of the evaluation.
Organizational effectiveness vs efficiency
If you think organizational effectiveness and efficiency are one and the same thing, you are wrong. Nowadays organizational efficiency and effectiveness are treated as two different performance indicators based on the financial position, employee and customer satisfaction.
Human Resource Development
This document discusses human resource development (HRD). It begins by defining HRD as concerned with developing and implementing people strategies to ensure organizational goals are achieved. Common HRD activities are listed as training, education, and development. The document then discusses the importance of training and development for achieving strategic goals in the 21st century. It notes that HRD practices may differ between countries and cultural differences are important to consider. The document also provides context on the history and development of HRD as a field in India. It identifies factors that have contributed to the growth of HRD as a profession and types of assistance provided by human resource departments.
Consumer behavior by ahmad faraz
Consumer behavior is influenced by cultural, social, personal and psychological factors. Cultural factors include values, subcultures and social classes that shape consumer preferences. Social factors like reference groups, family, and social roles/status also impact choices. Personal factors such as age, occupation, income level, lifestyle and personality affect decisions. Psychological factors including motivation, perception, learning, and beliefs/attitudes drive consumer behavior on an individual level. Understanding these influences helps explain consumer decision-making.
More Related Content
What's hot
Chap 11
The document discusses motivation through management by objectives (MBO) and performance appraisal. It defines MBO as an approach for improving organizational performance by aligning goals and tracking achievement. MBO involves employees participating in goal setting and jointly assessing tasks with supervisors. Benefits of MBO include improved planning, motivation, and productivity. The document also outlines implementing an MBO system and a result-oriented performance appraisal process.
Last version
This document discusses guidelines for setting measurable public relations objectives. It emphasizes that objectives should be meaningful by linking them to organizational goals, openly negotiated to make them reasonable, and quantifiable by specifying what will change, who it will impact, how much it will change, and within what timeframe. Objectives should aim to reduce disputes, drive performance and efficiency, and make programs successful by exceeding expectations. Measurable objectives allow an organization to track outputs like media coverage, as well as outcomes like awareness, understanding and behaviors, and ultimately contribute to business results like increased sales, productivity and avoiding crises.
Business in Action Ch6
The document discusses the key functions and roles of management. It outlines the four main functions as planning, organizing, leading, and controlling. It then provides details on the planning process and how managers develop strategies, set goals and objectives, and create action plans. It also describes the roles of management in organizing employee activities, facilities, decision making, and resource distribution. The document discusses leading by influencing and motivating people using different leadership styles. It concludes with controlling and how managers monitor progress, compare to standards, and take corrective action as part of the control cycle.
Management By Objective
A collaborative process in which managers and employees set mutually agreeable goals, define the responsibility for results and determine the means of evaluating individual and group performance
Public Relations Planning Course Part 5: The evaluation phase
Part 1 of a 5-part slide series to accompany the book “A Manager’s Guide to PR Planning: A Practical Approach” 2nd edition by Patricia Parsons.
The book is available from online book sellers and the publisher, Routledge.
https://goo.gl/e1pGMH
https://goo.gl/duz42j
Power and Politics
This document discusses organizational politics and political strategies that managers use to gain and exercise power. It defines organizational politics as activities managers engage in to increase their power and achieve goals. Political strategies include controlling uncertainty, being irreplaceable, having a central position, generating resources, and building alliances to gain power. Exercising power strategies include relying on objective information, bringing in outside experts, controlling the agenda, and making everyone a winner. The document also discusses positive and negative workplace politics and their impacts on organizations and employees.
Training evaluation
This document discusses training evaluation. It defines evaluation as the assessment and control of a training program's progress to improve processes or decide a program's future. Evaluation is a systematic process to determine a program's worth. It presents the Kirkpatrick four-level model of evaluation, which measures reaction, learning, behavior, and results. Methods include participant feedback, pre-post testing, observation, and financial reports. Benefits include accountability, cost effectiveness, and feedback to improve training.
Week 6 ch 7
This document discusses performance evaluation, feedback, and rewards. It covers:
1) The purposes of performance evaluation which are judgmental (for rewards, promotion) and developmental (improve performance). Continuous evaluation should focus on job performance, not the individual.
2) The cognitive model of feedback and how evaluated individuals process feedback. Multisource feedback involves input from multiple stakeholders.
3) Reinforcement theory which posits that behaviors are controlled by their consequences. Positive reinforcement increases behaviors while punishment suppresses them.
4) Reward programs aim to attract, retain, and motivate high performance. Satisfaction depends on rewards received relative to expectations and peers. A "line of sight" between performance and rewards is important
Ethical considerations
This document discusses the ethical considerations that must be addressed at each step of the planning process for social marketing programs. It outlines 6 key steps: 1) choosing a program focus, 2) selecting target audiences, 3) setting objectives and goals, 4) researching audience knowledge and behaviors, 5) designing the market offering or product, and 6) managing costs or prices. At each step, issues of social equity, competing priorities, disclosure, stewardship, and conflicts of interest must be carefully evaluated to ensure the program's ends justify the means and do not undermine alternative approaches or marginalize certain groups.
Using Data For Results And Learning
The document outlines outcomes and strategies for using data to manage results. It discusses three key steps agencies can take: 1) Clarify assumptions made in original proposals, 2) Identify course corrections needed based on data insights, and 3) Analyze the broad implications of learnings. The goal is for agencies to develop compelling re-applications that demonstrate how they are applying learnings to improve projects and achieve stronger results.
Mbo
Management by Objectives (MBO) was developed by Peter Drucker in the 1950s as a management approach focused on setting clear objectives and monitoring progress towards goals. MBO involves cascading organizational objectives down to employees, setting SMART goals, evaluating performance, and rewarding employees based on goal achievement. While MBO aimed to increase motivation, control, and development when implemented correctly, it is often misused by managers who focus only on results or use evaluations punitively rather than for development.
NCV 4 Management Practice Hands-On Support Slide Show - Module4
This slide show complements NCV 4 Management Practice Hands-On Training by Bert Eksteen & Anthony Hill, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Strategic Human Resource Management Lecture 13
This is the lecture 13 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
Performance Evaluation By MBA. Shinu
Performance evaluation involves managers evaluating employees after providing training to assess their behavior and determine how well they are meeting their objectives. It helps management make human resource decisions by providing a basis for rewarding employees appropriately and identifying skills that need improvement through remedial programs, while also giving employees feedback on how their performance is viewed. The process involves setting objectives, planning actions, periodically reviewing progress, and conducting an annual evaluation of achievement.
Goal Settings
Goal setting involves developing an action plan to motivate and guide progress toward a goal. Managers should connect individual goals to organizational growth strategies to focus and motivate employees. A SMART goal framework helps by making goals specific, measurable, achievable, realistic, and timely. The goal setting process involves brainstorming goals, prioritizing them, establishing objectives and deadlines, taking action, and continually evaluating progress while allowing flexibility.
Role of strategic direction in od
This document discusses the role of strategic direction in organization design. It states that strategic direction provides guidelines for decision making and allows organizations to adapt while ensuring everyone is working towards the same goals. The primary responsibility of top management is to determine an organization's goals, strategy, and design to adapt to a changing environment. Middle managers do the same for major departments, while first line managers focus on executing strategies. Strategic direction influences how organizations are designed and performance measures vary by organizational level. Top management's main role is to determine goals, strategy, and design to adapt the organization to its environment through goal setting and organizational design.
The role of strategic direction in
This document discusses the role of strategic direction in organizational design. It states that top management determines an organization's goals, strategy, and designs the organization to adapt to a changing environment. It also explores how an organization's purpose, mission, and operating goals provide direction and impact effectiveness. Strategic decision making involves assessing opportunities/threats, evaluating strengths/weaknesses, and determining the mission, goals, and strategies to implement through organizational design choices.
strategic direction
Organizational design aligns an organization's structure with its objectives and aims to improve efficiency and effectiveness. It can be triggered by needs to improve processes or a new mandate. A strategic direction defines the actions to achieve goals and vision, where the company wants to be in the future. Top management determines goals, strategy, and design, adapting the organization to changes. They assess opportunities/threats and strengths/weaknesses to determine mission, goals and strategies. Organizational design reflects how goals and strategies are implemented. Design must support the firm's competitive approach, such as an efficient structure for low-cost strategies or collaborative structure for differentiation strategies.
Assessing learning in Instructional Design
The document discusses assessment and evaluation in instructional design. It defines assessment as collecting data about learners and evaluation as analyzing that data. Assessment plays a role in measuring, diagnosing, and instructing learners. Evaluations should be both reliable, producing consistent results, and valid, accurately measuring the intended objectives. Instructional designers should match the type of assessment, such as cognitive tests or performance tests, to the learning objectives and collect data using appropriate methods. A successful learner evaluation provides data on learner progress, determines if objectives were met, and identifies the overall success of the evaluation.
Organizational effectiveness vs efficiency
If you think organizational effectiveness and efficiency are one and the same thing, you are wrong. Nowadays organizational efficiency and effectiveness are treated as two different performance indicators based on the financial position, employee and customer satisfaction.
What's hot (20)
Public Relations Planning Course Part 5: The evaluation phase
Public Relations Planning Course Part 5: The evaluation phase
NCV 4 Management Practice Hands-On Support Slide Show - Module4
NCV 4 Management Practice Hands-On Support Slide Show - Module4
Viewers also liked
Human Resource Development
This document discusses human resource development (HRD). It begins by defining HRD as concerned with developing and implementing people strategies to ensure organizational goals are achieved. Common HRD activities are listed as training, education, and development. The document then discusses the importance of training and development for achieving strategic goals in the 21st century. It notes that HRD practices may differ between countries and cultural differences are important to consider. The document also provides context on the history and development of HRD as a field in India. It identifies factors that have contributed to the growth of HRD as a profession and types of assistance provided by human resource departments.
Consumer behavior by ahmad faraz
Consumer behavior is influenced by cultural, social, personal and psychological factors. Cultural factors include values, subcultures and social classes that shape consumer preferences. Social factors like reference groups, family, and social roles/status also impact choices. Personal factors such as age, occupation, income level, lifestyle and personality affect decisions. Psychological factors including motivation, perception, learning, and beliefs/attitudes drive consumer behavior on an individual level. Understanding these influences helps explain consumer decision-making.
Hrd lect#1.ppt
Human resource development (HRD) involves improving employee skills and organizational effectiveness through various training and development activities. HRD has evolved from apprenticeship programs and early vocational schools to encompass activities like employee orientation, skills training, coaching, and counseling. The goal of HRD is to ensure organizational members can meet current and future job demands through continuous learning opportunities. HRD is one function within the broader domain of human resource management.
Definitions of personnel management
The document summarizes the role and functions of personnel management. It discusses key definitions of personnel management from various experts that focus on procuring, developing, and maintaining personnel to contribute to organizational objectives. The document also outlines the roles and objectives of personnel management such as building organizational culture, dealing with human relations, designing compensation packages, and ensuring the satisfaction of employees, customers, and the community. Finally, it discusses how the role of the personnel manager has evolved over time from a mediator and implementor of labor laws to a change agent, trainer, and business leader in the modern organization.
Human Resource Development(Hrd)
Human resource development (HRD) involves developing and utilizing human expertise through organizational development, training, and career development to improve employee performance. HRD treats people as valuable resources and assets by focusing on their strengths, involving them in decision making, and empowering them. The objectives of HRD are to benefit both individuals and the organization through personal, organizational, functional, and societal objectives. HRD provides benefits such as fully utilizing individual potential, enhancing competencies, nurturing work environments, and developing higher quality work-life through motivation. Career planning is an important part of HRD and involves processes such as training, management development, personal development planning, career counseling, and mentoring.
Personnel Management
The document discusses the personnel function in an organization. It covers topics like recruitment, induction, placement, development, personnel policies, absenteeism, transfers, promotions, compensation plans, job structure, and morale studies. It defines personnel management and discusses the role of the personnel manager. It also covers challenges like a changing workforce, values, expectations, and government demands. It discusses approaches to personnel management like mechanical, paternalism, and social systems. It outlines organizing the personnel unit, planning the personnel program, and controlling the personnel unit.
Personnel Management
This document provides an overview of personnel management. It defines personnel management as obtaining, using, and maintaining a satisfied workforce. The key elements are organization, jobs, and people. A personnel manager plans, organizes, and maintains the workforce to contribute to organizational goals. Functions include manpower planning, recruitment, selection, and training. Effective employee relations, supervision of working conditions, benefits, and personnel records are also discussed.
Human resource development powerpoint
Human Resource Development (HRD) and Human Resource Management (HRM) both focus on developing employees but with different aims. HRD aims to develop employees' full potential and improve organizational performance through opportunities like training and mentoring. HRM aims to improve productivity and focuses on issues like compensation and hiring. Both are influenced by factors like business strategies, legislation, and social change. While HRM views employees as costs, HRD believes all employees have potential that can be developed to benefit both the employee and organization.
Forecasting
This document discusses various forecasting techniques. It covers qualitative and quantitative methods as well as different time horizons for forecasting. Specific quantitative techniques discussed include moving averages, exponential smoothing, regression analysis, and double exponential smoothing. Moving averages and exponential smoothing are described as methods for forecasting stationary time series. Exponential smoothing provides a weighted average of past observations with more weight given to recent observations. Double exponential smoothing accounts for trends by smoothing changes in the intercept and slope over time.
3...forecasting methods
There are three main types of forecasting methods: qualitative, extrapolative, and causal. Qualitative methods rely on expert opinions and are useful for medium to long range forecasting. Extrapolative methods use past historical demand data to identify patterns and extrapolate them into the future. Causal methods use statistical models based on historical demand data and other variables that influence demand. Some specific forecasting techniques mentioned include the Delphi technique, market surveys, scenario writing, moving averages, weighted moving averages, exponential smoothing, regression analysis, and econometric methods.
Human Resource Development (HRD)
The development of the concept of HRD, HRD practice in Indian and Global Context, The Profession of HRD and Implementation, The Challenges of HRD on 21st Century .....
Personnel Management
Personnel management involves the effective recruitment, selection, placement, development, motivation and compensation of employees to achieve organizational goals. It is both a science and an art that draws from various fields such as psychology, economics, law and sociology. As a science, it involves collecting data through research and analyzing it to make evidence-based decisions. As an art, it requires skills such as judgment, perception and imagination to deal with human behaviors and motivate individuals. The document outlines the basic functions of personnel management including planning, organizing, directing, coordinating and controlling human resources to ensure operational efficiency.
Training and development ppt
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help regulate emotions and stress levels.
Training and development slides (2)
The document discusses the concepts of training and development and their importance in improving employee competencies. It describes various training methods such as on-the-job training, demonstration, job instruction training, and vestibule training. The document also examines the role of training and development in increasing employee efficiency, morale, better human relations, and organizational effectiveness.
Methods Of Training
The document discusses various training methods used to equip employees with necessary skills and knowledge. It describes on-the-job training methods like coaching and mentoring which involve learning on the job from managers. Off-the-job methods like vestibule training, role playing and lectures are conducted away from the workplace to allow full concentration on learning. Both approaches have advantages like cost-effectiveness and allowing specialized training, and disadvantages such as disruption to work or requiring skilled trainers. The goal of training is to increase productivity, safety, and employee satisfaction through continual skills development.
Forecasting Techniques
Interventions required to meet business objectives from Forecasting Methods,
Quantitative & Qualitative Methods,
Forecast Accuracy , Error Reduction to
CPFR
training & development ppt
Role of Training & Development, identifying training needs, process, Reasons to conduct training, Factors influencing Training & Development
Viewers also liked (17)
Similar to Hrd..ppt
How to measure training effectiveness
This document discusses different approaches to measuring the effectiveness of training programs. It describes Ralph Tyler's early work emphasizing the importance of training objectives. It then explains Kirkpatrick's four-level model for evaluating training effectiveness, including reaction, learning, behavior, and results. Finally, it discusses the input-output model for evaluating whether training delivers short-term and long-term benefits to organizations.
MED07_joycepagkatipunan.pdf
The document discusses various methods and models for evaluating training programs, including:
- The Kirkpatrick model which evaluates training at four levels: reaction, learning, behavior, and results.
- The CIRO model which evaluates training context, inputs, reactions, and outputs at the learner, workplace, and organizational levels.
- The Phillips ROI model which adds a fifth level to the Kirkpatrick model to specifically measure return on investment through a cost-benefit analysis.
The key aspects of evaluating training discussed include determining indicators of effectiveness, choosing an appropriate evaluation model, and selecting the right data collection methods to gather feedback and assess the training against objectives.
Measuring Training Impact - ITTIGE Learning MART Article Nov14
Fewer than 15% of mid-tier organizations measure the impact of employee training, despite wanting behavior changes and return on investment from training. While there are many resources and models for measuring training impact, most training departments do not have effective measurement programs. The document discusses five strategies organizations can use to improve training program efficiency: 1) align training with organizational goals, 2) reduce time to competency, 3) select the right blend of delivery options, 4) consider internal vs. external training options, and 5) duplicate efficient programs and detect problem areas. It also emphasizes that measurement should focus on capturing actionable data relevant to key training programs and business objectives.
Sales White Paper: Evaluating Sales Training Programs
This White Paper outlines the generic industry approach to evaluating sales training programs. The TAS Group has developed and built on this approach, which we cover in other more specialized White Papers, some of which are referenced in this document.
Stategic human resource management
This document discusses performance management and competency mapping. It defines performance management as a strategic approach to improving employee performance and developing capabilities to help achieve organizational objectives. The objectives and process of performance management are outlined. Strategic performance management is defined and its steps are described. Trends in performance appraisal discussed include self-appraisal, competency mapping, and balanced scorecards. Competency mapping is defined as identifying competencies for jobs and incorporating them in HR processes like evaluations and training. The benefits and process of competency mapping are explained.
training and development mod 2
The document discusses the process of identifying training needs within an organization. It begins by defining training needs assessment and outlines its objectives. The key steps in the identification process are then explained, including organizational analysis, task analysis, and individual analysis to determine performance gaps. Various tools and methods for data collection and analysis are also presented, such as documentation review, observations, surveys, and interviews. Finally, recent examples and the typical cycle of training need identification, delivery, and evaluation are summarized.
Running a Successful Incentive Program
The document provides guidance on running a successful employee incentive program. It discusses establishing clear objectives that are linked to broader corporate goals. It emphasizes the importance of ensuring objectives are measurable and that evaluation criteria and incentives are aligned to influence behaviors to meet objectives. Data sources should be identified to measure results. Regular communication is important to convey program goals and endorsement from senior management. Rewards should be quickly redeemable, convenient, and relevant to employee accomplishments.
Evaluation
Training professionals are often asked to demonstrate the value of their programs through metrics, but many lack ways to effectively measure impact. The document discusses how GeoLearning's training effectiveness consulting services and analytics technology solution can help organizations develop metrics to: 1) highlight areas for training program revisions to better address business needs; 2) assess individual and group results and business impacts; and 3) provide a clear link between strategy, goals, and appropriate measurement. GeoLearning can help measure training across five levels and provide actionable data to inform decisions.
Training & development
This document discusses training and development in organizations. It defines training and outlines some of the key challenges in training employees. The training process involves assessing needs, establishing objectives, delivering training through various methods, and evaluating the effectiveness of training. The goal of training is to improve employee competency and organizational performance by providing skills or correcting performance deficiencies. Evaluating training impact through pre- and post-testing can determine if learning objectives and desired behavior changes were achieved.
Competency and the learning organization
This document provides an overview and summary of the book "Competency and the Learning Organization" by Donald Shandler. The book discusses competency-based learning (CBL) and how it can be implemented in organizations. It describes CBL as identifying the core competencies required for jobs and developing learning programs to achieve business objectives. The book outlines a 4-step process for implementing CBL: 1) building foundations, 2) designing CBL programs, 3) implementing programs, and 4) evaluating programs. It provides examples of how CBL has benefited organizations and recommendations for an integrated CBL approach.
Cracking The Business Case For Learning Code
Learning is viewed as an expense by many businesses. However, learning can become an easy target for budget cuts unless it is well-aligned with an organisation’s key goals. However, when properly managed, the learning function can become an indispensable strategic partner with a significant impact on the organisation’s goals.
If learning is poorly managed, it will be viewed as a cost with questionable value and little connection to the organisation’s goals or success. So how can leaders assess the importance of learning and development while also considering the return on investment and benefit-cost ratio?
In this deck, you’ll learn;
1. The critical importance of training and development.
2. The significant distinction between ROI and BCR.
3. What is the ROI methodology process made up of.
4. The benefit of ROI for your training program.
Performance Review Management
Human resources and strategic planning professionals from various sectors will gather at the Strategic Performance Management & Measurement Conference in August in Atlanta to identify metrics for accurately evaluating employee performance and planning organizational change initiatives. The goal is to increase employee engagement to better compete globally. The conference materials provide guidance on implementing a performance management process that aligns individual, team, and organizational objectives with results through establishing expectations, providing ongoing feedback, collecting employee input, conducting evaluations, and performing reviews.
Chapter 11 Training Evaluation.ppt
Training evaluation is the systematic process of collecting information and using that information to improve your training. Evaluation provides feedback to help you identify if your training achieved your intended outcomes, and helps you make decisions about future training.
Nine Evaluation of TrainingLearning ObjectivesAfter readin.docx
Nine Evaluation of Training
Learning Objectives
After reading this chapter, you should be able to:
· ■ Describe the pros and cons of evaluation and indicate which way to go on the issue.
· ■ Explain what process evaluation is, and why it is important.
· ■ Describe the interrelationships among the various levels of outcome evaluation.
· ■ Describe the costs and benefits of evaluating training.
· ■ Differentiate between the two types of cost-effectiveness evaluation (cost savings and utility analysis).
· ■ Describe the various designs that are possible for evaluation and their advantages and disadvantages.
· ■ Define and explain the importance of internal and external validity (Appendix 9-1).CASE TRAINING DESIGNED TO CHANGE BEHAVIOR AND ATTITUDES1
The city of Palm Desert, California, decided to provide training to improve employees’ attitudes toward their work and to provide them with the skills to be more effective on the job. The two-day seminar involved a number of teaching methods, including a lecture, films, role-plays, and group interaction. Among the topics covered were conflict control, listening, communicating, telephone etiquette, body language, delegation, and taking orders. Throughout the two days, the value of teamwork, creativity, and rational decision making was stressed and integrated into the training.
Before the training was instituted, all 55 nonmanagement employees completed a paper-and-pencil questionnaire to measure both their attitudes toward the job and their perception of their job behaviors. Supervisors also completed a questionnaire assessing each of their employees. All 55 employees were told that they would be receiving the same two-day seminar. The first set of 34 employees was chosen at random.
The 21 employees who did not take the training immediately became a comparison group for evaluating the training. While the first group of employees was sent to the training, the others were pulled off the job, ostensibly to receive training, but they simply took part in exercises not related to any training. Thus, both groups were treated similarly in every way except for the training. Both groups completed attitude surveys immediately after the trained group finished training. Six months later, both groups completed self-report surveys to measure changes in their job behavior. Their supervisors also were asked to complete a similar behavior measure at the six-month mark.
The data provided some revealing information. For the trained group, no changes in attitude or behavior were indicated, either by the self-report or by supervisor-reported surveys. This result was also true (but expected) for the group not trained.
Was training a failure in the Palm Desert case? Would the training manager be pleased with these results? Was the evaluation process flawed? These types of issues will be addressed in this chapter. We will refer back to the case from time to time to answer these and other questions.RATIONALE FOR EVALUATION
Im ...
Evaluation Of A Employee Evaluation System
The document discusses evaluating a student evaluation form that was completed by 19 students to provide feedback on the teacher. The evaluations were mostly positive, noting the teacher's strength in expecting all students to learn. However, a few students commented that class could be more engaging at times. While the feedback was helpful, having more detailed comments would further improve the teacher's instruction. Obtaining student feedback through evaluations is important but should be done anonymously to encourage honesty.
Blended learning combines online and other i.docx
Blended learning combines online and face-to-face instruction to maximize the benefits of both while minimizing the negatives. It evaluates training programs by measuring outcomes like learning, performance, attitudes, and business results. Evaluation involves determining training needs, objectives, outcomes, strategies, and processes to assess effectiveness and identify areas for improvement. Common outcomes include reactions, knowledge, behaviors, results, and return on investment.
Evaluation of TRAINING (METHODS & TOOLS).pptx
This document discusses various models and methods for evaluating training programs to determine their effectiveness. It describes several frameworks for training evaluation, including Kirkpatrick's four-level model of reaction, learning, behavior, and results. It also discusses other models that build on Kirkpatrick's, such as Phillips' addition of return on investment and Kaufman's five levels. The document advocates regular evaluation of training programs to identify areas for improvement and determine whether programs should be continued or cancelled based on whether they meet organizational goals and objectives.
Tna presentation hand notes
The document discusses training need analysis at the organizational, individual, and operational levels. It provides details on assessing training needs through analyzing an organization's internal and external environment. It also discusses assessing individual training needs through methods like performance reviews, feedback, and competency assessments. Formats for tools like peer appraisals, competency assessments, and self-assessments are included.
The Star Model™The Star Model™ framework for organization .docx
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
PERFORMANCE MANAGEMENT-8615
This document discusses key concepts in performance management for educational institutions. It defines key performance indicators and monitoring and evaluation. It explains performance appraisal processes, including establishing standards, measuring performance, providing feedback, and decision making. Performance appraisal is used for promotions, training, compensation, and communication. The document also discusses reviewing and reporting performance, including types of reports. Coaching and feedback are explained as tools to develop employee potential, with coaching focusing on future development and feedback on past performance.
Similar to Hrd..ppt (20)
Measuring Training Impact - ITTIGE Learning MART Article Nov14
Measuring Training Impact - ITTIGE Learning MART Article Nov14
Sales White Paper: Evaluating Sales Training Programs
Sales White Paper: Evaluating Sales Training Programs
Nine Evaluation of TrainingLearning ObjectivesAfter readin.docx
Nine Evaluation of TrainingLearning ObjectivesAfter readin.docx
The Star Model™The Star Model™ framework for organization .docx
The Star Model™The Star Model™ framework for organization .docx
Recently uploaded
PCOS corelations and management through Ayurveda.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Build a Module in Odoo 17 Using the Scaffold Method
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Main Java[All of the Base Concepts}.docx
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
The History of Stoke Newington Street Names
Presented at the Stoke Newington Literary Festival on 9th June 2024
www.StokeNewingtonHistory.com
A Survey of Techniques for Maximizing LLM Performance.pptx
A Survey of Techniques for Maximizing LLM Performance
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
Assessment and Planning in Educational technology.pptx
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Advanced Java[Extra Concepts, Not Difficult].docx
This is part 2 of my Java Learning Journey. This contains Hashing, ArrayList, LinkedList, Date and Time Classes, Calendar Class and more.
Recently uploaded (20)
Digital Artefact 1 - Tiny Home Environmental Design
Digital Artefact 1 - Tiny Home Environmental Design
The simplified electron and muon model, Oscillating Spacetime: The Foundation...
The simplified electron and muon model, Oscillating Spacetime: The Foundation...
Liberal Approach to the Study of Indian Politics.pdf
Liberal Approach to the Study of Indian Politics.pdf
Pride Month Slides 2024 David Douglas School District
Pride Month Slides 2024 David Douglas School District
How to Build a Module in Odoo 17 Using the Scaffold Method
How to Build a Module in Odoo 17 Using the Scaffold Method
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
A Survey of Techniques for Maximizing LLM Performance.pptx
A Survey of Techniques for Maximizing LLM Performance.pptx
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
Assessment and Planning in Educational technology.pptx
Assessment and Planning in Educational technology.pptx
Hrd..ppt
- 2. Evaluation begins with a clear identification of the purpose or results expected from the training programs. It would be expected that training programs are based on important organizational goals and improvement efforts. However, that connection must be directly guiding training efforts if training results are to be linked to organizational measures.
- 3. Determine whether a HRD program is accomplishing its objectives; • Identify its strengths and weaknesses; • Determine its cost-benefit ratio; Decide who should participate in future HRD programs;
- 4. • Identify which participants benefited the most or least from the program; • Reinforce major points to be made to the participants; • Gather data to assist in marketing future programs; • Determine if the program was appropriate; • Establish a database to assist management in making decisions.
- 5. Perhaps the best known evaluation methodology for judging learning processes is Donald Kirkpatrick's Four Level Evaluation Model that was first published in a series of articles in 1959 in the Journal of American Society of Training Directors.
- 6. Reaction Learning Behavior Results
- 7. Motivation, Not Reaction: What do they need to perceive in order to learn and perform? Performance, Not Behavior: What do the employees have to perform in order to create the desired impact?