Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. It is about the acquisition of knowledge, skills, and abilities through professional development.
Training is changing people for the better in terms of attitude change or upgrading their competencies (skills and knowledge)
Organizations invest in training to upgrade their human capital. Training is a costly investment. The cost can be calculated in terms of the cost of training fees, facilities and the manhours lost of the trainees
How to evaluate training effectiveness
Reaction criteria
To what degree the trainees like the trainer. It Has no bearing to training effectiveness
Amount of learning
To what extent the trainees understand the concepts, tools and processes of a training
program
Transfer of training
- Zero transfer – no change in the trainees
- Negative transfer – change for the worse
- Positive transfer – change for the better in terms of attitude and skills
Result criteria
Does the training program contribute to the bottom line of the company. For examples
- Enhances productivity and quality
- Lesser errors, rejects
- Reduction of accidents and material wastage
- Improved efficiency
- Reduction of cost of operations
The major goal of training is to improve the performance of the employees. Performance is a function of competencies and commitment. Competencies can be classified into
- Technical competency (Operating Core and Technocrats)
- People competency (All employees)
- Management Competency (All levels of management)
- Entrepreneur Competency ( Senior Managers, CEOs)
In view of the high costs for training, it is imperative for organization to identify employees with high growth needs before they are sent for competency training programs. Sending employees with poor attitude and low growth needs is a waste of training funds as no transfer of training will takes place.
Person analysis
Person Analysis is a phase of training needs analysis directed at identifying which individuals within an organization should receive training. The objective of the person analysis is to identify an employee performance for the list of jobs assigned to him or her in a specific position.
Performance Quadrant Analysis
Employee performance is a function of competency and commitment. All employees lie in the continuum of competent and incompetent as seen in the diagram below:
I am competent to do a specific task _________ I am not competent to do a specific task
All employees also lie in the continuum of High Commitment and Low Commitment
I am highly committed to do a specific task _________ I am not committed to do a specific task
Crossing the two continuum is a Performance Quadrant Analysis
I am competent to do a specific task
STAR MAINTAINER
I am committed ____________________ I am not committed
LEARNER LAGGARD
I am not competent to do a specific task
The Performance Quadrant Analysis identifies four types of performers.
- Star – A competent and committed employee
- Maintainer – A competent employee with low commitment
- Learner – A committed employee with low competency
- Laggard – A low commitment and competent employee
The objective of training is to help and transform problem employees (Learners, Maintainers, and Laggards) into star performers
The PQA is used:
- To identify employees’ performance and classify them into types of performer for a list of jobs contained in their job description.
- Classifying employees into different types of performers is job specific. For example an employee may be a star performer in one job and a maintainer in another.
Q1 – Star Performer
A star performer is an employee who knows and cares about his job. The employee understands the requirements and the standards of each duty and task output and is committed not only to do his/her best to meet the performance standards but also has the ability to exceed the excellence standard set. Employees who meet or exceed excellence standards have great potential in their career growth.
Characteristics of a star performer:
- Sound job knowledge and skills
- Display great enthusiasm at work
- Highly committed, dependable and reliable
- Receptive and adapt to changes easily
- Helpful and cooperative
- Exceeds performance standard
- Highly motivated
- Continuously strive in personal and career growth
- Work meticulously and independently
- Innovative and creative
- Work well with all types of personalities
- Work within company’s policies, rules and constraints
- Meet dateline in achieving performance target
Q2: A learner
A learner is an employee who does not know but care about his job. Although he lacks the know-how of meeting the requirements and performance standards of his job, yet he has the initiative, enthusiasms and willingness to learn up the job. Learners are usually made up of new employees who show eagerness in learning or incumbent employees who are eager to learn new experiences. They are trainable and have potentials to become stars. Despite their lack of know-how, they will try their best to meet the minimum standards set for their performance.
Characteristics of a learner
- Lack of know-how and skills
- Make mistakes in the work process
- Willingness to learn from others
- Try to improve and meet performance standards
- Learn from mistakes
- Seek coaching and guidance from others
- Willingness to accept criticisms
- Show respects to authority
- Adhere to company’s rules, regulations and procedures
- Cooperative and helpful
- Willingness to work beyond the office time
- Well discipline
- Obeys instructions
Q3: A maintainer
A maintainer is an employee who knows but does not care about doing a good job. Maintainers are experienced employees who are frustrated with the absence of hygiene factors of their work environment. They perceive that they are plateauees and have not much prospects working for their organization. Given a job, they will meet the minimum standards.
Characteristics of a maintainer:
- Good job knowledge and skills
- Perceive oneself as a plateauee
- Complacency
- Preference for routine work
- Lack of initiative
- Inconsistent performance
- Resist changes
- Procrastination
- Complains frequently
- Show boredom at work
- Hard to take criticisms
- Clock watcher
- Do not meet datelines
Q4: A laggard
A laggard is an employee who does not want to know and does not care about doing a job well. Laggards are employees who are very frustrated with their work and as a result, lose interests in their job. Usually, they reacted strongly to the organization hygienes and perceive that they are ill-treated by the management. They often fail to meet the minimum standards set for their performance.
Characteristics of a laggard:
- Lack of job-know-how and skills
- Bad habits
- Rebellious when criticize
- Break rules and regulations
- Antagonistic and show disrespects to others
- Jump on the bandwagon
- Couldn’t careless attitude
- Frustrated and highly tense
- Refusal to learn or be trained
- Fail badly to meet minimum performance standards
- Work sluggishly and grudgingly
- Trouble-makers
The Use of KYKO Personality Psychometric Test for Person Analysis to Identify Training Needs
The self-actualizing dimension identifies five personality types
- High Self-Actualizing (HSA) – Normal Personality Type – High Commitment
- Fairly High Self-Actualizing (FSA) – Fairly Normal Type – Fairly High Commitment
- Average Self-Actualizing (ESA) Normal-Neurotic Type – Moderate Commitment
- Fairly Low Self-Actualizing (BSA) – Fairly Neurotic Type – Fairly Low Commitment
- Low Self-Actualizing (LSA) – Neurotic Type – Low Commitment
KYKO Psychometric Personality test can identify the commitment of the employees by measuring the employee work attitude.
Stars and Learners have good work attitude and would score High and Fairly High in the Self-Actualizing Dimension
Stars (HSA/FSA)
Learners (HSA/FSA)
Maintainers and Laggards have poor work attitude and would score Average, Below Average and Low in the Self Actualizing Dimension.
Maintainers (ESA/BSA)
Laggards (BSA/LSA)
Apparently, Maintainers and Laggards urgently require the following programs before sending them to upgrade their competencies.
- Know thyself
- The Power of Self-Change
- Quest for Excellence
- Paradigm shift
- Other Attitude Change programs
The Egocentric Dimension identifies five personality types
- High Egocentric (HE) – Assertive Personality Type – High Self-Esteem, Confidence and Decisiveness
- Fairly High Egocentric (FE) – Fairly Assertive Type – Fairly High Self-Esteem, Confidence and Decisiveness
- Average Egocentric (EE) Assertive-Submissive Type – Moderate High Self-Esteem, Confidence and Decisiveness
- Fairly Low Egocentric (BE) – Fairly Submissive Type – Fairly Low Esteem, Confidence and Decisiveness
- Low Egocentric (LE) – Submissive Type – Low Esteem, Confidence and Decisiveness
Evidently the Submissive and Fairly Submissive Types in position of power urgently need the following training programs.
- Commanding Skills
- Effective Leadership
- Self-Esteem Programs
- Assertive Skills
The High and Fairly High Assertive Type may need to attend the following programs.
- Conflict Management
- Listening Skills
The Sociocentric Dimension identifies five personality types.
- High Sociocentric (HSO) – Sociable Personality Type – Interpersonal Sensitivity, People Oriented and Teamwork
- Fairly High Sociocentric (FSO) – Fairly Sociable Type – Fairly High Interpersonal Sensitivity, People Oriented and Teamwork
- Average Sociocentric (ESO) Sociable-Asocial Type – Moderate Interpersonal Sensitivity, People Oriented and Teamwork
- Fairly Low Sociocentric (BSO) – Fairly Asocial Type – Fairly Low Interpersonal Sensitivity, People Oriented and Teamwork
- Low Sociocentric (LSO) – Asocial Type – Low Interpersonal Sensitivity, People Oriented and Teamwork
The Fairly and Low Sociocentric and the Sociable-Asocial Type in positions where they have to deal with people and work in teams urgently need the following training programs
- Team building
- Human Relation Skills
- Interpersonal Relationship
- Customer Service
The Security Dimension identifies five personality Types
- High Security (HSE) – Pragmatic Personality Type – Good at Personal Organization, System Compliance and Administration
- Fairly High Security (FSE) – Fairly Pragmatic Type – Fairly Good at Personal Organization, System Compliance and Administration
- Average Security (ESE) Pragmatic-Adventurous Type – Moderate at Personal Organization, System Compliance and Administration
- Fairly Low Security (BSE) – Fairly Adventurous Type – Fairly Weak at Personal Organization, System Compliance and Administration
- Low Security (LSE) – Adventurous Type – Weak at Personal Organization, System Compliance and Administration
Fairly Low and Low Security and the Pragmatic – Adventurous Type in the administrative, accounting, finance and operations units need the following training programs
- Planning and Organizing Skills
- Personal Organization
- Time Management
- 5S Housekeeping
- Safety and Occupational Hazards
The Fairly and High Security Type may need the following programs
- Creativity and innovation programs
- Managing Risks
- Change Management
The Manipulative Dimension identifies fine personality Types.
- High Manipulative (HM) – Dynamic Personality Type – Good at Analytical Skills, Problem-Solving and Resource Mobilization
- Fairly High Manipulative (FM) – Fairly Dynamic Type – Fairly Good at Analytical Skills, Problem-Solving and Resource Mobilization
- Average Manipulative (EM) Dynamic-Static Type – Moderate at Good at Analytical Skills, Problem-Solving and Resource Mobilization
- Fairly Low Manipulative (BM) – Fairly Static Type – Fairly Weak at Analytical Skills, Problem-Solving and Resource Mobilization
- Low Manipulative (LM) – Static Type – Weak at Analytical Skills, Problem-Solving and Resource Mobilization
Fairly Low and Low Manipulative and Dynamic-Static Type in all positions need the following training programs
- Mind mapping tools
- Problem-solving skills
- Handling enquiries and complaints
- Innovative skills
- Influencing skills
- People Management Skills
The Fairly and High Dynamic Types are quite versatile and are able to adapt, change and influence others to make things happen. The Dynamic-Normal Personality Types are ready to assume positions at the Management level.
The Dynamic-Neurotic Type may need to attend
- Power of Self-Change
- Ethics and Religious programs
- Moral Values
Identify the competencies of the employees needed for a specific position.
Technical competency defined as technical knowledge and skills required for successful accomplishment of a job or task.
People competency – people skills in dealing effectively with all kinds of personalities
Management competency which include a range of management skills such as Time management, Goals and standards setting, Planning and organizing, communication, change management, teambuilding, problem solving and decision making, creativity and innovation, etc.
Business competency which encompassed a range of skills such as setting vision and mission, leadership, strategic alliance, networking, business acumen, etc.
The type of competency training depends on the position of the employees.
- Top management – Business and management competency
- Middle and supervisory management – Management competency
- Operating Core – Technical competency
- All the levels of the organization hierarchy need people competency
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