SlideShare a Scribd company logo
Training Process
Framework
HENRY JOHN NUEVA
A Basic Guideline + Process Templates
Document Version 1. Copyright. All rights reserved
Continuous Improvement
Access to Internal & External Resources
Strategic and Systematic
Customer Centricity
Leverage Learning ManagementTechnology
Quality
KEY
ELEMENTS
Training Process Framework
Model that defines associated with managing a training group or organization…
OVERVIEW
The Training Process Framework is created with the purpose of
assisting specialists & managers of training organizations with
understanding what processes were inherent in managing a
training organization.
Vendor Management was added to recognize that training
organizations must manage this process when sourcing training
services from external suppliers. This addition also signified the
growth and strategic importance of sourcing for training
services.
Also, Collaboration Platforms and Content Curation were added
to recognize the growing emphasis organizations are putting on
informal and social learning. Collaboration Platform
Management involves how training organizations use and
manage social media tools for training. Content Curation is the
process of managing the aggregation of content into learning
portals.
CONTENTS
FUNCTIONAL GROUP A PROCESS DEFINITION
Administration * Strategic Planning
* Client Relationship Management
* Scheduling and Registration
* Financial and Billing
* Training, Assessments and Testing
* Vendor Management
* Reporting and Metrics
* Materials Fulfillment
ADMINISTRATION
• Administration processes are those associated with managing the logistics
and day-to-day operations of a training function
STRATEGIC PLANNING
• The process of understanding and identifying learner’s needs as related to
the overall business objectives
CLIENT RELATIONSHIP MANAGEMENT
• The process involves working with groups, colleagues, and business
management to identify needs, communicate strategy and/or assist in
problem resolution.
SCHEDULING & REGISTRATION
• This process involves scheduling, registering, enrolling and recording
necessary information on learners planning to attend an upcoming learning
event, as well as coordinating the logistics associated with the delivery of
learning programs, assignment of instructors, provision for facilities and
equipment, and communications with students.
(See separate presentation for scheduling tools)
FINANCIAL & BILLING
• The process for departmental and corporate charge-backs including bonds,
budgets as well as billings and payables to external sources for training
activities.
TRAINING, ASSESSMENTS &TESTING
• This process involves testing training participants and evaluating training
programs.
Training Development Process (Generic)
Review/Revise Job
Aids and other
support materials
Run skills
assessments based
on Job Aids
Supervisor
prioritizes skill gaps
SuperviseTA and
analyze results
Supervisor identifies
potential trainers
for skills
PHASE I
Assessment
Skills arrange into
classes
Determine training
method and
resources
Determine
transactions for
classes
Supervisor
approves training
plan
PHASE II
Curriculum
Development
Send invites to
classes
Training materials,
venue and facilities
set up
Sends attendance
records
Runs classes and
keeps attendance
Enters training data
in LMS
PHASE III
Logistics
Prepare certification
forms
Run certification to
users
PHASE IV
Certification
Develop course
materials
Send completed
Certification Forms
Records
certification
VENDOR MANAGEMENT
• This process includes the identification, qualification, sourcing, and
management of third-party training vendors.
(See separate presentation forVendor Management)
REPORTING AND METRICS
• This process includes strategic measurement and reporting on the
performance of the training organization.
Training Scorecard: KPI Effectiveness
Applying Kirkpatrick Levels Model.
1.Reaction (after training feedback)
2.Learning (what was learned)
3.Behavior (what was applied in practice)
4.Impact (performance results achieved; effectiveness)
Training Scorecard: Design Strategy Level
LEVEL 1: Reaction – Getting idea about how
engaging this training was
At this level we need to get an after-training feedback that will help to get an idea about
how engaging this training was.
Some questions could give some data for the indicators:
1. How do you feel about the training? (negative, neutral, positive).
2.Would you recommend this training to your colleagues?
3. Do you want to repeat this training in the future?
Training Scorecard: Design Strategy Level
LEVEL 2: Learning – How well the trainees
or participants understood the material
The easiest way to quantify learning outcomes is to conduct a final test that will show how
well the students understood the material.
The metrics could be:
* Exam pass rate, %
* Average exam score, %
* Before/after training test results
The learning outcomes can be tested in different ways. For example, instead of using a
simple test one can ask trainees to practice something that was learned. Respectively, the
practice-related indicators will need to be implemented. In this way we are not only testing,
but helping students to establish new behavior patterns.
Training Scorecard: Design Strategy Level
LEVEL 3: Behavior – Find a certain change
in the behavior patterns
The quantification is this case depends on the nature of the process. In some cases the indicators of new
behavior will be as specific as:
Time reduction achieved, %. If the goal of the training was to do something more effectively or simply
faster, then you might track it by a KPI.
Cost reduction achieved, %. If the goal of the training was to do something in a more effective way then you
might track direct cost reduction, which is result of the training.
Increased quality or more specific Reduce of the return problems rate, %. The KPI is applicable where the
problem is clearly defined and linked to the final result. By the way, a repeated problem is one of the negative
drivers of customer loyalty. If you will be able to decrease this number, you’ll make your customers happier.
Performance improvement, %. The KPI must be linked to a specific performance index. For sales people it
might be the number of sales generated, for a copywriter it might be readers to leads conversion.
Training Scorecard: Design Strategy Level
LEVEL 4: Impact – Did it help to execute the
strategy more efficiently and effectively?
Shifts in the behavior are important, and demonstrate that the trainer was able to influence
trainees well enough to inspire them to change, but this doesn’t imply that the change was
of any use for the organization.
The bottom-line of any training or a workshop is whether it helped the organization to
execute its strategy more efficiently and effectively or not.
Start searching for indications of such improvement several months after the training, but it
is wiser to think about expected impact and how we are going to measure it before hand
(what was called “measurement by design” in the KPI system.
MATERIALS FULFILLMENT
• This process includes the printing, binding, and shipment of print
publications used in the classroom, and the production and distribution of
electronic materials for online training programs.
CONTENTS
FUNCTIONAL GROUP B PROCESS DEFINITION
Content * Portfolio Management
* Instructional Design
* Content Development
* Content Curation
* Graphic Design
* Content Refreshment
CONTENT
• Content processes are those related to creating and managing content;
these processes are generally referred to as courses, workshops, seminars,
webinars or programs.
PORTFOLIO MANAGEMENT
• This is the ongoing process of assessing, managing, and rationalizing
learning curriculums, products, and resources.
INSTRUCTIONAL DESIGN
• This comprehensive process includes needs assessment (mode of delivery,
technology, length of intervention, etc.) and also provides a link
between strategic planning and CRM processes to all other business
relationships.
Generic Instructional Design Process
Analyze Job
SelectTasks
Function
Analyze existing
course
Construct Job
Performance Measure
Selct Instructional
Setting
PHASE I
Analysis
Develop
Objectives
DevelopTests
Determine Sequence
& Structure
Describe Entry
Behavior
PHASE II
Design
Specify Learning
Events/Activities
Specify
Instructional
Management Plan
& Delivery System
Develop
Instruction
Review/Select
Existing Materials
Validate
Instruction
PHASE III
Development
Implement
Instructional
Management Plan
Conduct
Instruction
PHASE IV
Implementation
Conduct Internal
Evaluation
Conduct External
Evaluation
Revise System
PHASEV
Evaluate & Control
CONTENT DEVELOPMENT
• This involves the creation of learning programs from design to a deliverable
product.
CONTENT CURATION
• The process of sorting through available content and presenting it in a way
that is meaningful and relevant to a specific topic or theme.
(See separate presentation for ContentCurationTechniques)
GRAPHIC DESIGN
• This process provides the visuals used during the content
development process.
(See separate presentation for Graphic DesignTechnique)
CONTENT REFRESHMENT
• This process establishes the ongoing review of programs within the learning
portfolio, and ensures that content elements are updated as needed.
CONTENTS
FUNCTIONAL GROUP C PROCESS DEFINITION
Delivery * Trainer (Recruitment)
* Trainer Development
* Instruction
* Classroom & Facilities Support
* Course Evaluation & Feedback
DELIVERY
• The Delivery functional group includes the processes associated with the
transfer of information.
TRAINER (Recruitment)
• This process involves the selection of trainers for the delivery and
management of learning programs.
Effectively recruit Training Personnel
Recruit potential people from every sector of the community.
Consider the following factors:
1.Racial and ethnic diversity
2.Religion
3.Political view
4.Sexual orientation
5.Age
6.Profession
7.Educational Attainment
Social Works Engineering Healthcare &
Medicine
Environment Business
Management
Law and Social
Sciences
Information
Technology
Arts, Media &
Communications
Advertising Sales and
Marketing
Business Process
Outsourcing
(BPO)
Knowledge
Process
Outsourcing
(KPO)
Education &
Research
Accounting,
Banking &
Finance
Property & Real
State
Tourism, Food,
Beverage and
Accommodation
Manufacturing
and Logistics
Quality and
Process
Management
Agriculture Security and
Armed Forces
Publishing Geology and
Geophysics
Science and
Technology
Transportation Economics
Industry Group
Generic Job Description
Training Manager / Officer /
Supervisor
Training Specialist Training Coordinator
/ Assistant
• Manage & supervise theTrainingTeam
• Assess, analyze and monitor participant –
individual and group performance as
measured by KPIs
• Plan and plot resources as required
• Prepare analysis and action plans to improve
trainer and training delivery
• PreparesTraining Budget
• Deliver training programs as and when
required and deliver demo for trainers as per
coaching plans
• Develop training for all aspects of client
projects, including soft skills and technical
skills
• Participate in routine client/learner
interaction
• Manage and develop learning management
system
• Communicate with external training vendors
• Assess training needs through
surveys, interviews with
employees, focus groups or
consultation with managers,
instructors or customer
representatives
• Attend meetings and seminars to
obtain information for use in
training programs or to inform
management of training program
status
• Develop alternative training
methods for improvements
• Evaluate modes of training delivery
such as in-person or virtual to
optimize training effectiveness,
training costs or environmental
impacts
• Monitor, evaluate or record training
activities program effectiveness
• Assist in designing and
delivering training
programs
• Responsible on
orientation of policies and
procedures for new
employees relative to
their work functions
• Assist in creating modules
and other training
materials
• Ensure efficiency on
implementing training
programs
• Provide assistance on HR-
related function
Generic Recruitment Process (Training)
Training Job
Analysis &
Design
HR Planning &
Forecasting
Employee
Recruitment
Employee
Selection
Phone Interview
Written/Online
Assessments
Training Demo
Face to Face
Interview (Series)
Final Interview
Notification
Job Offer
TRAINER DEVELOPMENT
• This process directs trainers on how to effectively delivery the learning
intervention. “Train-the-Trainer” programs often include real world training
on the subject areas, as well as methods and techniques for the proper and
appropriate delivery of training.
Hiring,
Transfer &
Promotion
Onboarding
Training
Engagement,
Coaching and
Feedback
Development
and
Continuous
Improvement
• Clear Roles & Responsibilities
• Accurate Job Description
• SuccessCriteria Identified
• Pre-HireTesting / Screening
• Behavioral Interviewing
• New Hire Orientation
= Policies and Expectations
= ComplianceTraining
= Introduction to Culture
= Customer Insights
= Company Mission,Vision
& Strategy
• Buddy or Mentoring Program
• SpecificOnboarding
• Curriculum of Key Roles
• Recognition forTraining
• Training isTracked / Metrics
• Skill / Knowledge Assessments
• StructuredTraining/Certification
• Trainers are trained (Train-the-trainer)
• Tasks and Procedures are Documented
• Job Aids / SupportTools / Quality Standards
• VisualWork Environment
• Periodic Quality Checks/Audits
• Employee Recognition Program
• Employee EngagementOpportunities
• Opportunities for Continuous
Improvement
• Key Indicators (KPIs) identified
and understood
• Supervisors trained to coach and
provide feedback
• Process Auditing
• VisualWork Environment
• Periodic Quality Checks/Audits
• Employee Resignation Program
• Employee EngagementOpportunities
• Opportunities for Continuous Improvement
INSTRUCTION
• The instruction process involves the actual conveyance of information from
instructor to learner, whether delivered in a print, online, or electronic
environment, or in the classroom.
CLASSROOM & FACILITIES SUPPORT
• Classroom Support involves the day to day logistics of classroom set up,
clean up, and fulfillment of materials for instruction and assessment.This
also involves the selection and managing locations for the delivery of
learning programs.
Classroom / Training Layout
A training room may have significant impact on the training session.
Arranging the room may support the learning objectives and the amount
of participation desire. Consider the following attributes that will create
best learning environment for the participants
1. Size
2. Training Requirements
3. Accessibility
4. Location
5. Convenience
6. Distractions
7. Seating
8. Lighting
9. Climate Control
10.Microphone
Size
• Arrange for a room to accommodate the number of participants. Remember
that a room that is too large can be as bad as one that may be too small. If it
is large, pull the tables together close to the front to create a warm and
friendly grouping.
Training Requirements
• If the training session entails many small group activities, determine if there
is enough space in the room. If not, arrange for additional breakout rooms
to accommodate the needs.
Accessibility
• Ensure that the room is accessible to all, including those who have limited
mobility.
Location
• If participants need to travel (either by foot or vehicle) to the session, the
location should not pose a hardship, for example, walking in rain, or parking
difficulty.
Convenience
• Readily accessible restrooms, telephones, snacks, lunch accommodations,
and so on help ensure that participants return on time following breaks or
lunch.
Distractions
• Select a room that is free of distractions and noise. Thin walls with a sales
convention next door may not create the environment trying to establish for
learning.
Obstructions
• Select a room that is free of structures such as posts or pillars that may
obstruct participants’ views.
Seating
• Select a location that provides comfortable, moveable chairs. Seating
arrangements should further enhance the learning environment you wish to
establish. Determine what’s most important for the learner. There are
probably two dozen ways you could set up the training room The seven
seating arrangements in the figure are typical. Consider the advantages to
your participants for each arrangement. The table provides guidance about
why you may select each.
Sample seating
arrangements:
Seating Style Number Benefits Drawbacks
U Shape Best for groups of 12
to 22
Encourages large group discussion
Can push back to form small groups
Close contact between facilitator and
participants
Difficult to form small groups with
those on other side
Eye contact between some
participants is
difficult due to the linear layout
Single Square or
Round
Best for groups of 8 to
12
Facilitates problem
solving
Smaller size increases total group
involvement
Easy for facilitator to step out of the
action
Media and visual use is difficult
Limited group size
Conference Best for 8 to 12 Moderate communication among group Maintains trainer as “lead”
Sense of formality
V-shape
(withV pointing to
front)
Best for teams of 4 or 5
and groups of 16 to 25
Easy to work in teams at each table
No one has back totally to the front of
room
Some difficulty to promote
teamwork among entire group
Seating Arrangement
Seating Style Number Benefits Drawbacks
Clusters Best for groups of 16 to
40
Promotes teamwork in each cluster
If chairs are placed on only one side of
the table, everyone will
face the front of the room
Difficult to get those whose backs
are to front to
participate
Some participants may need to turn
chairs to face the front of the
room
Classroom For groups of any size Traditional, may be expected by learners
Trainer controls
Participants can view visuals
Low involvement
One way
communication
Difficult to form small groups
Traditional
classroom
Best reserved for
groups over 40
Traditional, may be expected by learners
Trainer controls
Low involvement
One-way communication
Difficult to form small groups
Seating Arrangement
Lighting
• Lighting should be adequate. Dimly lit ballroom ambiance will not promote
energy in a training session. Is the lighting bright enough? Is it natural
lighting? If the room has windows, which direction are they facing? Can
windows be darkened, if necessary. Know where light switches are located
so that you can brighten or darken the room as needed.
Climate Control
• You will never be able to please everyone in your session. However, if you
have the ability to adjust it yourself, you can try. Determine where the
thermostat is located and whether you have any control over it. Experiment
with it while you set up the room. Does it respond quickly or slowly? Do you
need to contact someone to make adjustments? Obtain that person’s phone
number.
Microphone
• A large room or a large group or the room has poor acoustics or you have a
tiny voice, you may need a microphone. Check the room to ensure it is wired
for a microphone.
COURSE EVALUATION & FEEDBACK
• This is the process of circulating assessment information regarding the
method of delivery and design back to the designer and developer so that
the programs can be modified and continuously improved. In addition,
participant information and evaluation data should be managed in the
feedback process.
CONTENTS
FUNCTIONAL GROUP D PROCESS DEFINITION
Technology * LMS (Learning Management System)
* Delivery and Documentation Platform
TECHNOLOGY
• This functional group includes the processes of managing the technologies
that are inherent in creating, managing, and delivering training.
LMS/LCMS
• This is the actual process for maintaining and supporting administrative
platforms such as Learning Management Systems (LMS) and Learning
Content Management Systems (LCMS).
(See separate presentation for LMS Development)
DELIVERY & DOCUMENTATION PLATFORM
• This process includes providing technical and learning support for the
technology used for electronic and online delivery of learning program as
well as controlling training documents and records.
(See separate presentation for Document Platform)

More Related Content

What's hot

Training development
Training developmentTraining development
Training development
Lokender Yadav
 
Training & development
Training & developmentTraining & development
Training & development
Preeti Bhaskar
 
Training Needs Assessment Nordic 2009
Training Needs Assessment Nordic 2009Training Needs Assessment Nordic 2009
Training Needs Assessment Nordic 2009
arnyattentus
 
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.155 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
BizLibrary
 
Training need assessment
Training need assessmentTraining need assessment
Training need assessment
central university of Himachal Pradesh
 
Hrm training & development
Hrm training & developmentHrm training & development
Hrm training & development
Tanuj Poddar
 
Training and Development
Training and DevelopmentTraining and Development
Training and Development
Divine Dizon
 
Training evaluation ppt 6
Training evaluation   ppt 6Training evaluation   ppt 6
Training evaluation ppt 6
SBMC Jobs
 
3. Training and Development
3. Training and Development3. Training and Development
3. Training and Development
Dr. Parveen Kaur Nagpal
 
Introduction to employee training and development ppt 1
Introduction to employee training and development   ppt 1Introduction to employee training and development   ppt 1
Introduction to employee training and development ppt 1
Kishore Gullapalli
 
Manager Performance Management Training
Manager Performance Management TrainingManager Performance Management Training
Manager Performance Management Training
tracytpsu
 
Training Needs Analysis
Training Needs AnalysisTraining Needs Analysis
Training Needs Analysis
sany26
 
Learning and Development Strategy and Execution
Learning and Development Strategy and ExecutionLearning and Development Strategy and Execution
Learning and Development Strategy and Execution
Sahil Sharma
 
training and employee development
training and employee developmenttraining and employee development
training and employee development
zarna pansuriya
 
Competency-based Training and Development
Competency-based Training and DevelopmentCompetency-based Training and Development
Competency-based Training and Development
Scholar Consultants
 
Performance Management Training Presentation
Performance Management Training PresentationPerformance Management Training Presentation
Performance Management Training Presentation
jwatson1191
 
My presentation future of training-final.ppt
My presentation future of training-final.pptMy presentation future of training-final.ppt
My presentation future of training-final.ppt
ninakude123
 
Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15
Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15
Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15
BizLibrary
 
Training Needs Analysis
Training Needs AnalysisTraining Needs Analysis
Training Needs Analysis
Russel Romero
 
Training Role
Training RoleTraining Role
Training Role
Barry Miller
 

What's hot (20)

Training development
Training developmentTraining development
Training development
 
Training & development
Training & developmentTraining & development
Training & development
 
Training Needs Assessment Nordic 2009
Training Needs Assessment Nordic 2009Training Needs Assessment Nordic 2009
Training Needs Assessment Nordic 2009
 
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.155 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15
 
Training need assessment
Training need assessmentTraining need assessment
Training need assessment
 
Hrm training & development
Hrm training & developmentHrm training & development
Hrm training & development
 
Training and Development
Training and DevelopmentTraining and Development
Training and Development
 
Training evaluation ppt 6
Training evaluation   ppt 6Training evaluation   ppt 6
Training evaluation ppt 6
 
3. Training and Development
3. Training and Development3. Training and Development
3. Training and Development
 
Introduction to employee training and development ppt 1
Introduction to employee training and development   ppt 1Introduction to employee training and development   ppt 1
Introduction to employee training and development ppt 1
 
Manager Performance Management Training
Manager Performance Management TrainingManager Performance Management Training
Manager Performance Management Training
 
Training Needs Analysis
Training Needs AnalysisTraining Needs Analysis
Training Needs Analysis
 
Learning and Development Strategy and Execution
Learning and Development Strategy and ExecutionLearning and Development Strategy and Execution
Learning and Development Strategy and Execution
 
training and employee development
training and employee developmenttraining and employee development
training and employee development
 
Competency-based Training and Development
Competency-based Training and DevelopmentCompetency-based Training and Development
Competency-based Training and Development
 
Performance Management Training Presentation
Performance Management Training PresentationPerformance Management Training Presentation
Performance Management Training Presentation
 
My presentation future of training-final.ppt
My presentation future of training-final.pptMy presentation future of training-final.ppt
My presentation future of training-final.ppt
 
Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15
Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15
Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15
 
Training Needs Analysis
Training Needs AnalysisTraining Needs Analysis
Training Needs Analysis
 
Training Role
Training RoleTraining Role
Training Role
 

Similar to Training Process Framework

training-final-161119052307.pdf
training-final-161119052307.pdftraining-final-161119052307.pdf
training-final-161119052307.pdf
Aaishaaltafhussain1
 
Training evaluation
Training evaluationTraining evaluation
Training evaluation
Mis bah
 
Qms iso 9000
Qms iso 9000Qms iso 9000
Qms iso 9000
westham851
 
Unit 1
Unit 1Unit 1
Success Beyond a Test: The Importance of Application in Performance Improvement
Success Beyond a Test: The Importance of Application in Performance ImprovementSuccess Beyond a Test: The Importance of Application in Performance Improvement
Success Beyond a Test: The Importance of Application in Performance Improvement
BizLibrary
 
Training for Trainers course free sample
Training for Trainers course free sampleTraining for Trainers course free sample
Training for Trainers course free sample
Ready to Train
 
Training &n Development Studies & Evaluation
Training &n Development Studies & EvaluationTraining &n Development Studies & Evaluation
Training &n Development Studies & Evaluation
ElsaCherian1
 
Blended learning combines online and other i.docx
Blended learning combines online and other i.docxBlended learning combines online and other i.docx
Blended learning combines online and other i.docx
write31
 
Training Need Identification_A seminar
Training Need Identification_A seminarTraining Need Identification_A seminar
Training Need Identification_A seminar
Rakesh Kumar Sahoo
 
T&d
T&dT&d
Training Evaluation
Training EvaluationTraining Evaluation
Training Evaluation
Preeti Bhaskar
 
training ppt - Copy
training ppt - Copytraining ppt - Copy
training ppt - Copy
Rukhsar Surve
 
Models of hrm
Models of hrmModels of hrm
Models of hrm
Sanjeev Ingalagi
 
Evaluation of training Program
Evaluation of training ProgramEvaluation of training Program
Evaluation of training Program
Somya Tiwari
 
Training and development.pptx
Training and development.pptxTraining and development.pptx
Training and development.pptx
ChandanKharwar
 
MED07_joycepagkatipunan.pdf
MED07_joycepagkatipunan.pdfMED07_joycepagkatipunan.pdf
MED07_joycepagkatipunan.pdf
JOYCEPAGKATIPUNAN
 
G.training evaluation by jyoti k
G.training evaluation by jyoti kG.training evaluation by jyoti k
G.training evaluation by jyoti k
jyoti karvande
 
Chapter 11 Training Evaluation.ppt
Chapter 11 Training Evaluation.pptChapter 11 Training Evaluation.ppt
Chapter 11 Training Evaluation.ppt
Dr. Nazrul Islam
 
Complete guide to Effective Training - Nick Blanchard and James W Thacker
Complete guide to Effective Training - Nick Blanchard and James W ThackerComplete guide to Effective Training - Nick Blanchard and James W Thacker
Complete guide to Effective Training - Nick Blanchard and James W Thacker
Manu Melwin Joy
 
PRESCRIPTIVE-EVALUATION-GALLA-JOHNNY-G..pptx
PRESCRIPTIVE-EVALUATION-GALLA-JOHNNY-G..pptxPRESCRIPTIVE-EVALUATION-GALLA-JOHNNY-G..pptx
PRESCRIPTIVE-EVALUATION-GALLA-JOHNNY-G..pptx
JOHNNYGALLA2
 

Similar to Training Process Framework (20)

training-final-161119052307.pdf
training-final-161119052307.pdftraining-final-161119052307.pdf
training-final-161119052307.pdf
 
Training evaluation
Training evaluationTraining evaluation
Training evaluation
 
Qms iso 9000
Qms iso 9000Qms iso 9000
Qms iso 9000
 
Unit 1
Unit 1Unit 1
Unit 1
 
Success Beyond a Test: The Importance of Application in Performance Improvement
Success Beyond a Test: The Importance of Application in Performance ImprovementSuccess Beyond a Test: The Importance of Application in Performance Improvement
Success Beyond a Test: The Importance of Application in Performance Improvement
 
Training for Trainers course free sample
Training for Trainers course free sampleTraining for Trainers course free sample
Training for Trainers course free sample
 
Training &n Development Studies & Evaluation
Training &n Development Studies & EvaluationTraining &n Development Studies & Evaluation
Training &n Development Studies & Evaluation
 
Blended learning combines online and other i.docx
Blended learning combines online and other i.docxBlended learning combines online and other i.docx
Blended learning combines online and other i.docx
 
Training Need Identification_A seminar
Training Need Identification_A seminarTraining Need Identification_A seminar
Training Need Identification_A seminar
 
T&d
T&dT&d
T&d
 
Training Evaluation
Training EvaluationTraining Evaluation
Training Evaluation
 
training ppt - Copy
training ppt - Copytraining ppt - Copy
training ppt - Copy
 
Models of hrm
Models of hrmModels of hrm
Models of hrm
 
Evaluation of training Program
Evaluation of training ProgramEvaluation of training Program
Evaluation of training Program
 
Training and development.pptx
Training and development.pptxTraining and development.pptx
Training and development.pptx
 
MED07_joycepagkatipunan.pdf
MED07_joycepagkatipunan.pdfMED07_joycepagkatipunan.pdf
MED07_joycepagkatipunan.pdf
 
G.training evaluation by jyoti k
G.training evaluation by jyoti kG.training evaluation by jyoti k
G.training evaluation by jyoti k
 
Chapter 11 Training Evaluation.ppt
Chapter 11 Training Evaluation.pptChapter 11 Training Evaluation.ppt
Chapter 11 Training Evaluation.ppt
 
Complete guide to Effective Training - Nick Blanchard and James W Thacker
Complete guide to Effective Training - Nick Blanchard and James W ThackerComplete guide to Effective Training - Nick Blanchard and James W Thacker
Complete guide to Effective Training - Nick Blanchard and James W Thacker
 
PRESCRIPTIVE-EVALUATION-GALLA-JOHNNY-G..pptx
PRESCRIPTIVE-EVALUATION-GALLA-JOHNNY-G..pptxPRESCRIPTIVE-EVALUATION-GALLA-JOHNNY-G..pptx
PRESCRIPTIVE-EVALUATION-GALLA-JOHNNY-G..pptx
 

More from Henry John Nueva

9 Box Grid : As an assessment tool to evaluate employees contribution to the ...
9 Box Grid : As an assessment tool to evaluate employees contribution to the ...9 Box Grid : As an assessment tool to evaluate employees contribution to the ...
9 Box Grid : As an assessment tool to evaluate employees contribution to the ...
Henry John Nueva
 
Introduction to ISO 10015 Quality Management – Guidelines for Training
Introduction to ISO 10015 Quality Management – Guidelines for Training Introduction to ISO 10015 Quality Management – Guidelines for Training
Introduction to ISO 10015 Quality Management – Guidelines for Training
Henry John Nueva
 
TRAINING DESIGN, DEVELOPMENT & IMPLEMENTATION
TRAINING DESIGN, DEVELOPMENT & IMPLEMENTATIONTRAINING DESIGN, DEVELOPMENT & IMPLEMENTATION
TRAINING DESIGN, DEVELOPMENT & IMPLEMENTATION
Henry John Nueva
 
Engineering Job Analysis, Description & Specification I
Engineering Job Analysis, Description & Specification IEngineering Job Analysis, Description & Specification I
Engineering Job Analysis, Description & Specification I
Henry John Nueva
 
Development Application in E-Governance
Development Application in E-Governance Development Application in E-Governance
Development Application in E-Governance
Henry John Nueva
 
ISO 9001 2008 Part I
ISO 9001 2008 Part IISO 9001 2008 Part I
ISO 9001 2008 Part I
Henry John Nueva
 
The A.D.D.I.E. of Developing a Strategic Training Roadmap
The A.D.D.I.E. of Developing a Strategic Training RoadmapThe A.D.D.I.E. of Developing a Strategic Training Roadmap
The A.D.D.I.E. of Developing a Strategic Training Roadmap
Henry John Nueva
 
Creating a competitive training plan
Creating a competitive training plan Creating a competitive training plan
Creating a competitive training plan
Henry John Nueva
 

More from Henry John Nueva (8)

9 Box Grid : As an assessment tool to evaluate employees contribution to the ...
9 Box Grid : As an assessment tool to evaluate employees contribution to the ...9 Box Grid : As an assessment tool to evaluate employees contribution to the ...
9 Box Grid : As an assessment tool to evaluate employees contribution to the ...
 
Introduction to ISO 10015 Quality Management – Guidelines for Training
Introduction to ISO 10015 Quality Management – Guidelines for Training Introduction to ISO 10015 Quality Management – Guidelines for Training
Introduction to ISO 10015 Quality Management – Guidelines for Training
 
TRAINING DESIGN, DEVELOPMENT & IMPLEMENTATION
TRAINING DESIGN, DEVELOPMENT & IMPLEMENTATIONTRAINING DESIGN, DEVELOPMENT & IMPLEMENTATION
TRAINING DESIGN, DEVELOPMENT & IMPLEMENTATION
 
Engineering Job Analysis, Description & Specification I
Engineering Job Analysis, Description & Specification IEngineering Job Analysis, Description & Specification I
Engineering Job Analysis, Description & Specification I
 
Development Application in E-Governance
Development Application in E-Governance Development Application in E-Governance
Development Application in E-Governance
 
ISO 9001 2008 Part I
ISO 9001 2008 Part IISO 9001 2008 Part I
ISO 9001 2008 Part I
 
The A.D.D.I.E. of Developing a Strategic Training Roadmap
The A.D.D.I.E. of Developing a Strategic Training RoadmapThe A.D.D.I.E. of Developing a Strategic Training Roadmap
The A.D.D.I.E. of Developing a Strategic Training Roadmap
 
Creating a competitive training plan
Creating a competitive training plan Creating a competitive training plan
Creating a competitive training plan
 

Recently uploaded

Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
my Pandit
 
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
taqyea
 
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Kalyan Satta Matka Guessing Matka Result Main Bazar chart
 
Call8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessingCall8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessing
➑➌➋➑➒➎➑➑➊➍
 
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
Neil Horowitz
 
Profiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdfProfiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdf
TTop Threads
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
jeffkluth1
 
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
my Pandit
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
Stephen Cashman
 
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
APCO
 
3 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 20243 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 2024
SEOSMMEARTH
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
my Pandit
 
GKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt PresentationGKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt Presentation
GraceKohler1
 
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Stone Art Hub
 
Industrial Tech SW: Category Renewal and Creation
Industrial Tech SW:  Category Renewal and CreationIndustrial Tech SW:  Category Renewal and Creation
Industrial Tech SW: Category Renewal and Creation
Christian Dahlen
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
Adnet Communications
 
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
Lacey Max
 
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
BBPMedia1
 
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
hartfordclub1
 

Recently uploaded (20)

Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
 
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
 
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
 
Call8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessingCall8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessing
 
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
 
Profiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdfProfiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdf
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
 
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
 
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
 
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
 
3 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 20243 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 2024
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
 
GKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt PresentationGKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt Presentation
 
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
 
Industrial Tech SW: Category Renewal and Creation
Industrial Tech SW:  Category Renewal and CreationIndustrial Tech SW:  Category Renewal and Creation
Industrial Tech SW: Category Renewal and Creation
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
 
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
 
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
 
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
 

Training Process Framework

  • 1. Training Process Framework HENRY JOHN NUEVA A Basic Guideline + Process Templates Document Version 1. Copyright. All rights reserved
  • 2. Continuous Improvement Access to Internal & External Resources Strategic and Systematic Customer Centricity Leverage Learning ManagementTechnology Quality KEY ELEMENTS
  • 3. Training Process Framework Model that defines associated with managing a training group or organization…
  • 4. OVERVIEW The Training Process Framework is created with the purpose of assisting specialists & managers of training organizations with understanding what processes were inherent in managing a training organization. Vendor Management was added to recognize that training organizations must manage this process when sourcing training services from external suppliers. This addition also signified the growth and strategic importance of sourcing for training services. Also, Collaboration Platforms and Content Curation were added to recognize the growing emphasis organizations are putting on informal and social learning. Collaboration Platform Management involves how training organizations use and manage social media tools for training. Content Curation is the process of managing the aggregation of content into learning portals.
  • 5. CONTENTS FUNCTIONAL GROUP A PROCESS DEFINITION Administration * Strategic Planning * Client Relationship Management * Scheduling and Registration * Financial and Billing * Training, Assessments and Testing * Vendor Management * Reporting and Metrics * Materials Fulfillment
  • 6. ADMINISTRATION • Administration processes are those associated with managing the logistics and day-to-day operations of a training function
  • 7. STRATEGIC PLANNING • The process of understanding and identifying learner’s needs as related to the overall business objectives
  • 8. CLIENT RELATIONSHIP MANAGEMENT • The process involves working with groups, colleagues, and business management to identify needs, communicate strategy and/or assist in problem resolution.
  • 9. SCHEDULING & REGISTRATION • This process involves scheduling, registering, enrolling and recording necessary information on learners planning to attend an upcoming learning event, as well as coordinating the logistics associated with the delivery of learning programs, assignment of instructors, provision for facilities and equipment, and communications with students. (See separate presentation for scheduling tools)
  • 10. FINANCIAL & BILLING • The process for departmental and corporate charge-backs including bonds, budgets as well as billings and payables to external sources for training activities.
  • 11. TRAINING, ASSESSMENTS &TESTING • This process involves testing training participants and evaluating training programs.
  • 12. Training Development Process (Generic) Review/Revise Job Aids and other support materials Run skills assessments based on Job Aids Supervisor prioritizes skill gaps SuperviseTA and analyze results Supervisor identifies potential trainers for skills PHASE I Assessment Skills arrange into classes Determine training method and resources Determine transactions for classes Supervisor approves training plan PHASE II Curriculum Development Send invites to classes Training materials, venue and facilities set up Sends attendance records Runs classes and keeps attendance Enters training data in LMS PHASE III Logistics Prepare certification forms Run certification to users PHASE IV Certification Develop course materials Send completed Certification Forms Records certification
  • 13. VENDOR MANAGEMENT • This process includes the identification, qualification, sourcing, and management of third-party training vendors. (See separate presentation forVendor Management)
  • 14.
  • 15. REPORTING AND METRICS • This process includes strategic measurement and reporting on the performance of the training organization.
  • 16. Training Scorecard: KPI Effectiveness Applying Kirkpatrick Levels Model. 1.Reaction (after training feedback) 2.Learning (what was learned) 3.Behavior (what was applied in practice) 4.Impact (performance results achieved; effectiveness)
  • 17. Training Scorecard: Design Strategy Level LEVEL 1: Reaction – Getting idea about how engaging this training was At this level we need to get an after-training feedback that will help to get an idea about how engaging this training was. Some questions could give some data for the indicators: 1. How do you feel about the training? (negative, neutral, positive). 2.Would you recommend this training to your colleagues? 3. Do you want to repeat this training in the future?
  • 18. Training Scorecard: Design Strategy Level LEVEL 2: Learning – How well the trainees or participants understood the material The easiest way to quantify learning outcomes is to conduct a final test that will show how well the students understood the material. The metrics could be: * Exam pass rate, % * Average exam score, % * Before/after training test results The learning outcomes can be tested in different ways. For example, instead of using a simple test one can ask trainees to practice something that was learned. Respectively, the practice-related indicators will need to be implemented. In this way we are not only testing, but helping students to establish new behavior patterns.
  • 19. Training Scorecard: Design Strategy Level LEVEL 3: Behavior – Find a certain change in the behavior patterns The quantification is this case depends on the nature of the process. In some cases the indicators of new behavior will be as specific as: Time reduction achieved, %. If the goal of the training was to do something more effectively or simply faster, then you might track it by a KPI. Cost reduction achieved, %. If the goal of the training was to do something in a more effective way then you might track direct cost reduction, which is result of the training. Increased quality or more specific Reduce of the return problems rate, %. The KPI is applicable where the problem is clearly defined and linked to the final result. By the way, a repeated problem is one of the negative drivers of customer loyalty. If you will be able to decrease this number, you’ll make your customers happier. Performance improvement, %. The KPI must be linked to a specific performance index. For sales people it might be the number of sales generated, for a copywriter it might be readers to leads conversion.
  • 20. Training Scorecard: Design Strategy Level LEVEL 4: Impact – Did it help to execute the strategy more efficiently and effectively? Shifts in the behavior are important, and demonstrate that the trainer was able to influence trainees well enough to inspire them to change, but this doesn’t imply that the change was of any use for the organization. The bottom-line of any training or a workshop is whether it helped the organization to execute its strategy more efficiently and effectively or not. Start searching for indications of such improvement several months after the training, but it is wiser to think about expected impact and how we are going to measure it before hand (what was called “measurement by design” in the KPI system.
  • 21. MATERIALS FULFILLMENT • This process includes the printing, binding, and shipment of print publications used in the classroom, and the production and distribution of electronic materials for online training programs.
  • 22. CONTENTS FUNCTIONAL GROUP B PROCESS DEFINITION Content * Portfolio Management * Instructional Design * Content Development * Content Curation * Graphic Design * Content Refreshment
  • 23. CONTENT • Content processes are those related to creating and managing content; these processes are generally referred to as courses, workshops, seminars, webinars or programs.
  • 24. PORTFOLIO MANAGEMENT • This is the ongoing process of assessing, managing, and rationalizing learning curriculums, products, and resources.
  • 25. INSTRUCTIONAL DESIGN • This comprehensive process includes needs assessment (mode of delivery, technology, length of intervention, etc.) and also provides a link between strategic planning and CRM processes to all other business relationships.
  • 26. Generic Instructional Design Process Analyze Job SelectTasks Function Analyze existing course Construct Job Performance Measure Selct Instructional Setting PHASE I Analysis Develop Objectives DevelopTests Determine Sequence & Structure Describe Entry Behavior PHASE II Design Specify Learning Events/Activities Specify Instructional Management Plan & Delivery System Develop Instruction Review/Select Existing Materials Validate Instruction PHASE III Development Implement Instructional Management Plan Conduct Instruction PHASE IV Implementation Conduct Internal Evaluation Conduct External Evaluation Revise System PHASEV Evaluate & Control
  • 27. CONTENT DEVELOPMENT • This involves the creation of learning programs from design to a deliverable product.
  • 28. CONTENT CURATION • The process of sorting through available content and presenting it in a way that is meaningful and relevant to a specific topic or theme. (See separate presentation for ContentCurationTechniques)
  • 29. GRAPHIC DESIGN • This process provides the visuals used during the content development process. (See separate presentation for Graphic DesignTechnique)
  • 30. CONTENT REFRESHMENT • This process establishes the ongoing review of programs within the learning portfolio, and ensures that content elements are updated as needed.
  • 31. CONTENTS FUNCTIONAL GROUP C PROCESS DEFINITION Delivery * Trainer (Recruitment) * Trainer Development * Instruction * Classroom & Facilities Support * Course Evaluation & Feedback
  • 32. DELIVERY • The Delivery functional group includes the processes associated with the transfer of information.
  • 33. TRAINER (Recruitment) • This process involves the selection of trainers for the delivery and management of learning programs.
  • 34. Effectively recruit Training Personnel Recruit potential people from every sector of the community. Consider the following factors: 1.Racial and ethnic diversity 2.Religion 3.Political view 4.Sexual orientation 5.Age 6.Profession 7.Educational Attainment
  • 35. Social Works Engineering Healthcare & Medicine Environment Business Management Law and Social Sciences Information Technology Arts, Media & Communications Advertising Sales and Marketing Business Process Outsourcing (BPO) Knowledge Process Outsourcing (KPO) Education & Research Accounting, Banking & Finance Property & Real State Tourism, Food, Beverage and Accommodation Manufacturing and Logistics Quality and Process Management Agriculture Security and Armed Forces Publishing Geology and Geophysics Science and Technology Transportation Economics Industry Group
  • 36. Generic Job Description Training Manager / Officer / Supervisor Training Specialist Training Coordinator / Assistant • Manage & supervise theTrainingTeam • Assess, analyze and monitor participant – individual and group performance as measured by KPIs • Plan and plot resources as required • Prepare analysis and action plans to improve trainer and training delivery • PreparesTraining Budget • Deliver training programs as and when required and deliver demo for trainers as per coaching plans • Develop training for all aspects of client projects, including soft skills and technical skills • Participate in routine client/learner interaction • Manage and develop learning management system • Communicate with external training vendors • Assess training needs through surveys, interviews with employees, focus groups or consultation with managers, instructors or customer representatives • Attend meetings and seminars to obtain information for use in training programs or to inform management of training program status • Develop alternative training methods for improvements • Evaluate modes of training delivery such as in-person or virtual to optimize training effectiveness, training costs or environmental impacts • Monitor, evaluate or record training activities program effectiveness • Assist in designing and delivering training programs • Responsible on orientation of policies and procedures for new employees relative to their work functions • Assist in creating modules and other training materials • Ensure efficiency on implementing training programs • Provide assistance on HR- related function
  • 37. Generic Recruitment Process (Training) Training Job Analysis & Design HR Planning & Forecasting Employee Recruitment Employee Selection Phone Interview Written/Online Assessments Training Demo Face to Face Interview (Series) Final Interview Notification Job Offer
  • 38. TRAINER DEVELOPMENT • This process directs trainers on how to effectively delivery the learning intervention. “Train-the-Trainer” programs often include real world training on the subject areas, as well as methods and techniques for the proper and appropriate delivery of training.
  • 39. Hiring, Transfer & Promotion Onboarding Training Engagement, Coaching and Feedback Development and Continuous Improvement • Clear Roles & Responsibilities • Accurate Job Description • SuccessCriteria Identified • Pre-HireTesting / Screening • Behavioral Interviewing • New Hire Orientation = Policies and Expectations = ComplianceTraining = Introduction to Culture = Customer Insights = Company Mission,Vision & Strategy • Buddy or Mentoring Program • SpecificOnboarding • Curriculum of Key Roles • Recognition forTraining • Training isTracked / Metrics • Skill / Knowledge Assessments • StructuredTraining/Certification • Trainers are trained (Train-the-trainer) • Tasks and Procedures are Documented • Job Aids / SupportTools / Quality Standards • VisualWork Environment • Periodic Quality Checks/Audits • Employee Recognition Program • Employee EngagementOpportunities • Opportunities for Continuous Improvement • Key Indicators (KPIs) identified and understood • Supervisors trained to coach and provide feedback • Process Auditing • VisualWork Environment • Periodic Quality Checks/Audits • Employee Resignation Program • Employee EngagementOpportunities • Opportunities for Continuous Improvement
  • 40. INSTRUCTION • The instruction process involves the actual conveyance of information from instructor to learner, whether delivered in a print, online, or electronic environment, or in the classroom.
  • 41. CLASSROOM & FACILITIES SUPPORT • Classroom Support involves the day to day logistics of classroom set up, clean up, and fulfillment of materials for instruction and assessment.This also involves the selection and managing locations for the delivery of learning programs.
  • 42. Classroom / Training Layout A training room may have significant impact on the training session. Arranging the room may support the learning objectives and the amount of participation desire. Consider the following attributes that will create best learning environment for the participants 1. Size 2. Training Requirements 3. Accessibility 4. Location 5. Convenience 6. Distractions 7. Seating 8. Lighting 9. Climate Control 10.Microphone
  • 43. Size • Arrange for a room to accommodate the number of participants. Remember that a room that is too large can be as bad as one that may be too small. If it is large, pull the tables together close to the front to create a warm and friendly grouping.
  • 44. Training Requirements • If the training session entails many small group activities, determine if there is enough space in the room. If not, arrange for additional breakout rooms to accommodate the needs.
  • 45. Accessibility • Ensure that the room is accessible to all, including those who have limited mobility.
  • 46. Location • If participants need to travel (either by foot or vehicle) to the session, the location should not pose a hardship, for example, walking in rain, or parking difficulty.
  • 47. Convenience • Readily accessible restrooms, telephones, snacks, lunch accommodations, and so on help ensure that participants return on time following breaks or lunch.
  • 48. Distractions • Select a room that is free of distractions and noise. Thin walls with a sales convention next door may not create the environment trying to establish for learning.
  • 49. Obstructions • Select a room that is free of structures such as posts or pillars that may obstruct participants’ views.
  • 50. Seating • Select a location that provides comfortable, moveable chairs. Seating arrangements should further enhance the learning environment you wish to establish. Determine what’s most important for the learner. There are probably two dozen ways you could set up the training room The seven seating arrangements in the figure are typical. Consider the advantages to your participants for each arrangement. The table provides guidance about why you may select each.
  • 52. Seating Style Number Benefits Drawbacks U Shape Best for groups of 12 to 22 Encourages large group discussion Can push back to form small groups Close contact between facilitator and participants Difficult to form small groups with those on other side Eye contact between some participants is difficult due to the linear layout Single Square or Round Best for groups of 8 to 12 Facilitates problem solving Smaller size increases total group involvement Easy for facilitator to step out of the action Media and visual use is difficult Limited group size Conference Best for 8 to 12 Moderate communication among group Maintains trainer as “lead” Sense of formality V-shape (withV pointing to front) Best for teams of 4 or 5 and groups of 16 to 25 Easy to work in teams at each table No one has back totally to the front of room Some difficulty to promote teamwork among entire group Seating Arrangement
  • 53. Seating Style Number Benefits Drawbacks Clusters Best for groups of 16 to 40 Promotes teamwork in each cluster If chairs are placed on only one side of the table, everyone will face the front of the room Difficult to get those whose backs are to front to participate Some participants may need to turn chairs to face the front of the room Classroom For groups of any size Traditional, may be expected by learners Trainer controls Participants can view visuals Low involvement One way communication Difficult to form small groups Traditional classroom Best reserved for groups over 40 Traditional, may be expected by learners Trainer controls Low involvement One-way communication Difficult to form small groups Seating Arrangement
  • 54. Lighting • Lighting should be adequate. Dimly lit ballroom ambiance will not promote energy in a training session. Is the lighting bright enough? Is it natural lighting? If the room has windows, which direction are they facing? Can windows be darkened, if necessary. Know where light switches are located so that you can brighten or darken the room as needed.
  • 55. Climate Control • You will never be able to please everyone in your session. However, if you have the ability to adjust it yourself, you can try. Determine where the thermostat is located and whether you have any control over it. Experiment with it while you set up the room. Does it respond quickly or slowly? Do you need to contact someone to make adjustments? Obtain that person’s phone number.
  • 56. Microphone • A large room or a large group or the room has poor acoustics or you have a tiny voice, you may need a microphone. Check the room to ensure it is wired for a microphone.
  • 57. COURSE EVALUATION & FEEDBACK • This is the process of circulating assessment information regarding the method of delivery and design back to the designer and developer so that the programs can be modified and continuously improved. In addition, participant information and evaluation data should be managed in the feedback process.
  • 58.
  • 59. CONTENTS FUNCTIONAL GROUP D PROCESS DEFINITION Technology * LMS (Learning Management System) * Delivery and Documentation Platform
  • 60. TECHNOLOGY • This functional group includes the processes of managing the technologies that are inherent in creating, managing, and delivering training.
  • 61. LMS/LCMS • This is the actual process for maintaining and supporting administrative platforms such as Learning Management Systems (LMS) and Learning Content Management Systems (LCMS). (See separate presentation for LMS Development)
  • 62. DELIVERY & DOCUMENTATION PLATFORM • This process includes providing technical and learning support for the technology used for electronic and online delivery of learning program as well as controlling training documents and records. (See separate presentation for Document Platform)