d1.hrd.cl9.03 d1.hrr.cl8.02 d2.trd.cl8.08 slide 1
TRANSCRIPT
IMPLEMENT, MONITOR AND EVALUATE
A TRAINING AND DEVELOPMENT PROGRAMD1.HRD.CL9.03
D1.HRR.CL8.02
D2.TRD.CL8.08
Slide 1
Implement, monitor and evaluate a training and development program
This Unit comprises three Elements:
Implement a workplace training and development program
Monitor a workplace training and development program
Evaluate a workplace training and development program
Slide 2
Assessment
Assessment for this unit may include:
Oral questions
Written questions
Work projects
Workplace observation of practical skills
Practical exercises
Formal report from employer/supervisor
Slide 3
Element 1 – Implement a workplace training and development program
Performance Criteria for this Element are:
Identify activities contained in the established plans for the workplace training and development program
Prioritise activities contained in the workplace training and development program
Identify resources required to support the implementation of a workplace training and development program
(Continued)
Slide 4
Element 1 – Implement a workplace training and development program
Allocate roles and responsibilities to achieve the identified outcomes of the established workplace training and development program
Inform relevant personnel of their roles and responsibilities
Train staff as required to enable implementation of the workplace training and development program
Implement the workplace training and development program in accordance with established plans
Slide 5
Identify activities contained in the established plans
Factors which influence ‘established plans’:
Identified needs of employees
Goals, objectives and targets of the business
Ability and capacity of the organisation to provide and/or resource possible options
Preferred learning styles and individual learning needs of individuals
Urgency of the training that needs to be provided Slide 6
Identify activities contained in the established plans
Activities in established plans may include:
Training sessions:
Accredited trainingNon-accredited trainingFormal trainingInformal training
(Continued)
Slide 7
Identify activities contained in the established plans
Self-paced learning
On-the-job
Blended learning
E-learning(Continued)
Slide 8
Identify activities contained in the established plans
Practice sessions
Internal training provision
External training provision(Continued)
Slide 9
Identify activities contained in the established plans
Mentoring
Coaching
Use of field trips(Continued)
Slide 10
Identify activities contained in the established plans
Use of guest speakers
Experiential learning
Role swapping
Attendance at learning opportunities
(Continued)
Slide 11
Identify activities contained in the established plans
Possible contents of established T&D plans:
Targets, goals, and expected outcomes
Identification of staff need(Continued)
Slide 12
Identify activities contained in the established plans
Timelines for implementation
Resources:
HumanFinancialPhysical
(Continued)
Slide 13
Identify activities contained in the established plans
Roles and responsibilities
Milestones(Continued)
Slide 14
Identify activities contained in the established plans
Review dates
Recording processes
Evaluation processes
Slide 15
Prioritise activities
Points to be considered when prioritising activities:
Identifying immediate need
Assessing need for legal and other compliance requirements
(Continued)
Slide 16
Prioritise activities
Evaluating time-related considerations
Identifying associated costs(Continued)
Slide 17
Prioritise activities
Determining physical resource need and availability
Determining operational restrictions
Slide 18
Identify resources required to support implementation
Three classifications of resources:
Human resources
Physical resources
Financial resources
Slide 19
Identify resources required to support implementation
Human resources – may include:
Trainers and assessors
Coaches and mentors
Guest speakers
External paid consultants and resource writers
Administration support
Slide 20
Identify resources required to support implementation
Physical resources – will include:
Training delivery equipment
Training and assessment resources
Slide 21
Identify resources required to support implementation
Financial resources = funding available, which may be:
Internally based – from within the organisation
Externally-sources from government agencies, partners, suppliers, industry bodies, donations and grants
Slide 22
Identify resources required to support implementation
It is important to understand:
The allocation of one resource type can rarely be considered in isolation
Arguably ‘financial’ resources are the most important consideration
Planning of the training and development activities must precede actual allocation
There is rarely enough funding to do everything
Allocation must always be time-dependent
Slide 23
Identify resources required to support implementation
Considerations relating to staffing allocations:
Specify experience and expertise required by those who will be trainers/assessors
Work out the qualifications required
Determine ratio of learners to trainers and candidates to assessors
Identify length of sessions(Continued)
Slide 24
Identify resources required to support implementation
Determine time trainers can spend delivering activities
Engage suitable and sufficient trainers and personnel
Allow sufficient lead time
Ensure appropriate administration support
Slide 25
Identify resources required to support implementation
Physical resources can be classified as:
Training materials
Consumables
Equipment
Slide 26
Identify resources required to support implementation
Considerations relating to physical resource allocations:
Must be sufficient in number
Must reflect actual workplace practice
Must be safe to use(Continued)
Slide 27
Identify resources required to support implementation
Session plans should detail requirements
Special needs may need to be catered for
Resources for use in T&D can be obtained in a variety of ways
Slide 28
Identify resources required to support implementation
Considerations relating to financial resource allocations:
Funds for trainers and assessors
Money for back-filling staff who attend training
Money for travel and accommodation
(Continued)
Slide 29
Identify resources required to support implementation
Payment for out-of-hours attendance
Development/acquisition of resources
Money to support T&D activities
Money to remunerate employees who gain extra skills/qualifications
Slide 30
Identify resources required to support implementation
In relation to ‘time’ as a resource:
There is never enough time
Management must be made to realise the need for adequate time
Time is money
T&D often has to fit around normal staff rosters
There is usually a need to prioritise what can be done and when it needs to be done
Slide 31
Allocate roles and responsibilities
It is important to ensure:
People allocated roles/responsibilities should be willing to perform those duties
Appropriate scopes of authority must accompany each allocation
Allocated roles and responsibilities need to be communicated
(Continued)
Slide 32
Allocate roles and responsibilities
Promised, sufficient and necessary resources must be provided
Rationales for required actions should be presented
Timelines for implementation are given
KPIs and/or criteria for evaluation of performance are provided
Slide 33
Allocate roles and responsibilities
Roles and responsibilities may include:
Development of program content
Development of supporting materials
Research into training and development options
(Continued)
Slide 34
Allocate roles and responsibilities
Clarification of individual and group needs
Identification of locations/venues to be used
Identification of staff to implement the program
Development of support structure/s
Slide 35
Inform relevant personnel of their roles and responsibilities
Those who may be involved and need to be informed can come from inside and outside the organisation, and may vary depending on:
Size of the business
Number of learners
Type of proposed T&D activities
(Continued)
Slide 36
Inform relevant personnel of their roles and responsibilities
Whether training is recognised/accredited or not
Training and assessment-related workload of those engaged with the system
Finance available
Duration of the T&D program
Slide 37
Inform relevant personnel of their roles and responsibilities
Internal staff who may need to be notified may include:
Trainers and assessors
Coaches and mentors
Support staff
Learners and candidates(Continued)
Slide 38
Inform relevant personnel of their roles and responsibilities
Those who prepare rosters
Senior management
Previous participants
Internal customers
Cleaners
Slide 39
Inform relevant personnel of their roles and responsibilities
External people who may need to be notified may include:
Consultants
Resource writers
Officials from local Training Authority
External customers
Businesses the organisation deals with
Slide 40
Inform relevant personnel of their roles and responsibilities
Method of communication – combination of:
Provision of hard and/or soft copy information
Provision of verbal advice and explanation
Provision of training relevant to specific roles/responsibilities
Slide 41
Train staff as required to enable implementation
Training may need to be provided to:
Managers and supervisors
Trainers and assessors
Coaches
Mentors
Slide 42
Train staff as required to enable implementation
Training may need to address:
Arranging for management to address/motivate workers
Presenting and explaining operational protocols:
Mandatory organisational procedures
Responsibilities relating to content/activities delivery
Funding-related mattersDocumentation
(Continued) Slide 43
Train staff as required to enable implementation
Providing specialist operational training as/if required to:
Make sure trainers/coaches have necessary workplace skills and knowledge in the areas they will be leading
Advise trainers/coaches about required standards/criteria
(Continued)
Slide 44
Train staff as required to enable implementation
Providing necessary training-related courses for:
Trainers and assessors
Coaches
Mentors(Continued)
Slide 45
Train staff as required to enable implementation
Providing key staff with opportunities as required before T&D begins to (for example)
Talk to other/experienced personnel
Visit and observe other workplace T&D activities
Gain experience and expertise
Prepare material/notes
Conduct tests and trials Slide 46
Implement the workplace training and development program
Implementation activities could involve:
Following the guidelines presented in the relevant plans
Recruiting participants(Continued)
Slide 47
Implement the workplace training and development program
Briefing and inducting participants
Adjusting immediate implementation on the basis of issues arising/emerging
(Continued)
Slide 48
Implement the workplace training and development program
‘Walking the talk’
Preparing individual or team-/department-based learning plans
(Continued)
Slide 49
Implement the workplace training and development program
Ensuring infrastructure to support the training and development program has been created/established
Being on-hand and being available
Avoiding making unauthorised decisions
Slide 50
Summary – Element 1
When implementing a workplace training and development program:
Obtain, read and understand the established plan
Be familiar with the contents of the plan and what is expected from the initiative
Prioritise activities based on identified need
(Continued)
Slide 51
Summary – Element 1
Identify human, physical and financial resources required for program delivery
Consider possible external funding sources and/or support
Factor in possible external assistance
(Continued)
Slide 52
Summary – Element 1
Realise time is a major consideration in the implementation of any T&D activity or program
Allocate roles and responsibilities for achieving the targets/goals stated in the plans
Communicate allocated roles and responsibilities
Ensure trainers, assessors, workplace coaches and mentors are properly trained
(Continued)
Slide 53
Summary – Element 1
Use the approved plans as the basis for program implementation
Promote the initiative and recruit participants
Implement activities as planned
Respond to issues arising as implementation occurs
Slide 54
Element 2 – Monitor a workplace T&D program
Performance Criteria for this Element are:
Track implementation and progress of the workplace training and development program
Record monitoring activities for the workplace training and development program
Identify variations from the established workplace training and development program plan
Investigate identified variations
Take remedial action to addressidentified variations
Slide 55
Track implementation and progress of the workplace T&D program
Reasons to monitor implementation:
Ensure required records have been established
Observe expenditure
Determine if activities are being conducted as planned
Identify activity/program impact
Enable corrective action to be taken
Slide 56
Track implementation and progress of the workplace T&D program
Ways to monitor:
Liaising with participants
Making personal observations
Creating a safe environment where participants are encouraged to contribute feedback
(Continued)
Slide 57
Track implementation and progress of the workplace T&D program
Liaising with individuals who have been (or should have been) impacted by the program
Comparing actual achievements against projections
Slide 58
Record monitoring activities for the workplace T&D program
Reasons to record monitoring:
Capture actual evidence
Determine implementation effectiveness
Identify variations to planned activities/implementation
(Continued)
Slide 59
Record monitoring activities for the workplace T&D program
Identify need to take remedial action
Help with resource control/management
Meet externally-imposed criteria/requirements
So factual data can be used as basis for future planning/decisions
Slide 60
Record monitoring activities for the workplace T&D program
Considerations when recording monitoring activities:
Prepare databases, infrastructure and personnel in advance for recording the information
Record quantitative data
Record qualitative information
(Continued)
Slide 61
Record monitoring activities for the workplace T&D program
Record all the data/information
Use paper-based and e-records
Make records available to relevant others (only)
Slide 62
Identify variations from the established workplace T&D program plan
Identifying variations should occur as a result of a combination of activities such as:
Observing implementation
Analysing collected data(Continued)
Slide 63
Identify variations from the established workplace T&D program plan
Speaking to stakeholders
Following-up as required
Slide 64
Identify variations from the established workplace T&D program plan
Only ‘significant’ variations should be identified because:
Not all variations can be investigated
Significant variations pose the biggest risk and/or present the biggest opportunity/benefit
Slide 65
Identify variations from the established workplace T&D program plan
Variations can be cited in terms of:
Quantitative data
Qualitative information
Slide 66
Identify variations from the established workplace T&D program plan
‘Significant’ is a relative term and will need to be considered with reference to:
Size of the original target/expected outcome
KPIs which were set for the target/outcome
(Continued)
Slide 67
Identify variations from the established workplace T&D program plan
Effort which has been made
Time
Priorities and internal importance of topics
Slide 68
Investigate identified variations
Reasons to investigate identified variations:
Identify root cause/s
Demonstrate management commitment to the program
Slide 69
Investigate identified variations
Standard activities when investigating significant variations in a training and development program should:
Feature a combination of approaches
Involve a team
Verify results of the monitoring activities which were undertaken
(Continued)
Slide 70
Investigate identified variations
Analyse implementation activities
Investigate individuals involved in the program
Investigate the physical aspects of the program
Slide 71
Take remedial action to address identified variations
Examples of possible remedial action must address identified causes, and may require/include:
Re-visiting the context for the development of the initial plans
Revising the established plans
(Continued)
Slide 72
Take remedial action to address identified variations
Re-allocating resources
Changing the learner cohort
Revising the planned delivery schedule
(Continued)
Slide 73
Take remedial action to address identified variations
Taking ‘other’ necessary action
Adding or removing content or activities in the program
Involving key stakeholders in the process
Taking drastic action
Slide 74
Summary – Element 2
When monitoring a workplace T&D program:
Determine reasons to monitor progress of activities and programs
Use a combination of monitoring techniques
Compare actual outcomes against projections
Record evidence captured(Continued)
Slide 75
Summary – Element 2
Involve others in the process
Pay attention to resource management and usage
Capture quantitative and qualitative data
Use stated plans, targets and objectives as a basis for monitoring
(Continued)
Slide 76
Summary – Element 2
Use the data to identify variations
Focus on significant variances
Follow up as required with relevant people
(Continued)
Slide 77
Summary – Element 2
Investigate identified variations to determine cause/s and impact/s
Take appropriate action as required to bring unacceptable deviations back in-line with requirements
Capitalise on positive outcomes and situations
Slide 78
Element 3 – Evaluate a workplace T&D program
Performance Criteria for this Element are:
Review the implementation of the identified workplace training and development program
Compare results of workplace training and development program against established targets
Solicit feedback from participants in the workplace training and development program
(Continued)
Slide 79
Element 3 – Evaluate a workplace T&D program
Produce an evaluation report on the workplace training and development program
Distribute the evaluation report
File the evaluation report
Initiate approved changes to the workplace training and development program as a result of the evaluation process
Slide 80
Review the implementation of the identified workplace T&D program
Review may occur:
At pre-determined times/dates throughout the program
At the conclusion of individual or nominated activities
At the conclusion of the program
Slide 81
Review the implementation of the identified workplace T&D program
Reasons to review = to learn lessons, which may be to identify:
Actions which generated a positive result
Actions which should not be repeated
Topics for future activities/programs
Slide 82
Review the implementation of the identified workplace T&D program
Review activities:
Interviewing stakeholders/participants
Undertaking personal reflection
(Continued)
Slide 83
Review the implementation of the identified workplace T&D program
Using the T&D team
Looking at problems encountered
Identifying positive outcomes from activities and the program
(Continued)
Slide 84
Review the implementation of the identified workplace T&D program
Identifying topics for coverage in subsequent T&D programs
Considering existing/revised environment within which the T&D program is operating
Gathering all information captured/recorded during program implementation
Re-visiting the business and strategic plans of the organisation
Slide 85
Compare results of workplace T&D program against established targets
Achieving/not achieving targets is not necessarily an indication of success or failure because:
Rationale for program development may have been flawed
Original targets may have been set too high or low
Critical criteria may have been overlooked
Unintended beneficial outcomes may have resulted
Achieving targets may not translate to better employees Slide 86
Compare results of workplace T&D program against established targets
Techniques to use when making comparisons:
Using targets set out in the approved plan as the basis for the comparison
Identifying points of significant variation
(Continued)
Slide 87
Compare results of workplace T&D program against established targets
Factoring in the intangible factors that impacted on overall results of the program
Noting extraordinary factors that impacted on program implementation
(Continued)
Slide 88
Compare results of workplace T&D program against established targets
Identifying the effects produced as a result of the extraordinary factors identified above
Calculating effectiveness of resources expended against outcomes achieved
Gaining management’s opinion
Slide 89
Solicit feedback from participants in the workplace T&D program
Keys relating to soliciting and obtaining feedback:
It must be actively pursued
It must be sought on an ongoing basis
It must be recorded when it is obtained
(Continued)
Slide 90
Solicit feedback from participants in the workplace T&D program
It should be SOP within the program
It must be 360˚feedback
It must be undertaken within a safe environment
(Continued)
Slide 91
Solicit feedback from participants in the workplace T&D program
The organisation/those conducting the T&D program must make it easy for people to contribute feedback
The organisation must demonstrate it actually heeds the feedback received
Some organisations only elicit feedback from employees after they have completed their training
Slide 92
Solicit feedback from participants in the workplace T&D program
Effective techniques:
Conducting ‘review and feedback sessions’ during paid work hours
Holding focus group sessions with customers
Providing standard ‘hard copy’ evaluation and feedback forms to participants on a regular basis
(Continued)
Slide 93
Solicit feedback from participants in the workplace T&D program
Facilitating electronic feedback
Encouraging people to provide feedback
Using staged testing
Slide 94
Produce an evaluation report on the workplace T&D program
Context:
No rules/requirements about layout or content of the report
Each organisation will have its own version of what is required/acceptable
Obtain a copy of a previous report to use as a model
Slide 95
Produce an evaluation report on the workplace T&D program
Factors to note when preparing an evaluation report:
Prepare in a timely manner
Use the team that planned the T&D program to write the report
Use the approved plans as the basis for the evaluation
(Continued)
Slide 96
Produce an evaluation report on the workplace T&D program
Write with known audiences in mind
Use actual evidence
Restrict release and distribution of the report
Maintain/file the report for future use
Slide 97
Produce an evaluation report on the workplace T&D program
Report content:
Basic details:
Name of report/title of program
DatesNames of T&D teamRationale/s
(Continued)
Slide 98
Produce an evaluation report on the workplace T&D program
Overview of program:
Expected outcomes
Number of hours to be spent
Number of staff to be trained
Resources made available for the program
(Continued)
Slide 99
Produce an evaluation report on the workplace T&D program
Individuals involved
Problems encountered
Outcomes achieved(Continued)
Slide 100
Produce an evaluation report on the workplace T&D program
Identified issues
Recommendations for change/future action
Slide 101
Distribute the evaluation report
When distributing the evaluation report:
Release should be controlled
Paper-based and soft copies may be used
Nearly always a formal presentation and discussion session
Slide 102
File the evaluation report
Filing protocols may require:
Filing hard and soft copy
Restricting access
Implementing standard file management procedures
(Continued)
Slide 103
File the evaluation report
Applying version control
Distributing copies as required internally within the business
Ensuring secure storage
Slide 104
Initiate approved changes to T&D program as a result of the evaluation process
When presented with an evaluation report management may:
Fully accept and endorse the report
Conditionally accept the report
Slide 105
Initiate approved changes to T&D program as a result of the evaluation process
Keys when presenting suggestions for change:
Recommendations are supported by evidence
Gain management approval
Link changes to identified need
Prepare a written plan
Communicate with stakeholders
Slide 106
Initiate approved changes to T&D program as a result of the evaluation process
Examples of change could include:
Cancelling future T&D activities/program(s)
Adding, deleting or modifying content/topics
Changing delivery days and times
Reformulating mix of learners
(Continued)
Slide 107
Initiate approved changes to T&D program as a result of the evaluation process
Amending training resources and/or delivery options
Shifting delivery location/site
Changing accreditation status of content
Altering support to learners(Continued)
Slide 108
Initiate approved changes to T&D program as a result of the evaluation process
Using different trainers/coaches
Promoting the initiative differently
Implementing more effective monitoring
Capturing more/different feedback
Slide 109
Summary – Element 3
When evaluating a workplace training and development program:
Conduct a planned review
Schedule review activities and the review process
Involve participants(Continued)
Slide 110
Summary – Element 3
Seek feedback
Target the review to important points and planned outcomes
Compare actual outcomes against projected results
(Continued)
Slide 111
Summary – Element 3
Use evidence to generate an evaluation report
Distribute the evaluation report according to an approved Distribution List
Maintain confidentiality about the evaluation report
Make a presentation to explain the review and evaluation
(Continued)
Slide 112
Summary – Element 3
File the evaluation report for future reference
Obtain management authority before making changes to subsequent T&D activities
Initiate required changes to future training and development activities/programs based on evidence and feedback
Slide 113