Properly deployed, HRD interventions can offer:
A personal and direct channel to all employees through which executives can address emerging opportunities or challenges facing the company.
A comfortable and safe channel for all employees to provide feedback or suggestions to the executive level of the organization.
An environment where creative ideas from anywhere in the organization can be shared.
A vehicle for employees at all levels to update their own skills and acknowledge coworkers who have provided especially valuable assistance on a project.
A tool for employees at all levels of the organization to locate knowledge or skill resources needed to complete an assignment. The biggest challenge for any HR professional is to gain approval from the executives of the organization to implement HR development measures. This is because the executives are constantly under business pressure and many of them do not see HRD as necessary until a problem arises.
Added to this issue is the fact that most HR professionals don't come with tangible benefits. For example when asked to demonstrate the value of any behavioral training program HR professionals are struck because they don't know how to.
The following are methods and techniques that HR professionals can use to influence their executives to approve time and resources:
1. Showing ROI on training:
Why to show return on investment
To validate training as a business tool
Training is one of many actions that an organization can take to improve its performance and profitability. Only if training is properly evaluated can it be compared against these other methods and expect, therefore, to be selected either in preference to or in combination with other methods. To justify the costs incurred in training
We all know that when money is tight, training budgets are amongst the first to be sacrificed. Only by thorough, quantitative analysis can training departments make the case necessary to resist these cuts. To help improve the design of training
Training programs should be continuously improved to provide better value and increased benefits for an organisation. Without formal evaluation, the basis for changes can only be subjective. To help in selecting training methods
These days there are many alternative approaches available to training departments, including a variety of classroom, on-job and self-study methods. Using comparative evaluation techniques, organisations can make rational decisions about the methods to employ. How to Show ROI
One way of measuring the success of training is measuring attrition and manpower numbers. Numbers do reflect the fact that the training is addressing a need and that the design and methodology is meeting expectations. Direct cost
Direct costs are those costs that are incurred directly as a result of a training program – external design and development, consultancy fees, travel expenses and so on. If the program did not take place, these costs would not be incurred. Many organizations only ever take direct costs into consideration when measuring training costs. Indirect cost
Indirect costs are costs that may or may not be directly associated with a training event, but which would have been incurred anyway, whether or not the training took place. Examples are salaries of in-house trainers and students and the costs of rooms and equipment. Any analysis of the true costs of training will include both direct and indirect costs. Efficiency
Efficiency is a measure of the amount of learning achieved relative to the amount of effort put in. In practical terms this means the amount of time it takes to complete a piece of training. Efficiency has a direct relation to cost – the more efficient a training method is, the less it will cost. Learning
Learning, in terms of new or improved skills, knowledge and attitudes, is the primary aim of a training event. Learning can be measured objectively using a test...
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