Training and Learning

Training can be viewed as a formal system of learning which enhances employee’s knowledge, skill and attitude towards job. It is a series of planned programmed aimed at improving the productivity of the trainee. The HR auditor should evaluate the system keeping in view:

Scientific Identification of Training Needs

Training needs are identified systematically

• An annual survey covering employees across the organization.
• Seriousness of HR department about survey.
• Completion of survey forms/questionnaire by line managers on time by line managers, and conveying the same to HR department.
• Use of multiple mechanisms such as performance appraisals, assessment development centers and questionnaires.
• Availability of separate format highlighting training needs, which is different from performance appraisal form.
• Proper documentation of the training needs- a copy with HR and with the individual departmental head.

Training needs are based on various performance parameters like current performance

• Identification of clear difference in individuals training needs, and the same is not repeated.
• Presence of differentiation of training needs in terms of technical, managerial, and behavioral components.
• Identification of current performance gap on the basis of performance appraisal.

Pre-training Preparation for ensuring Appropriateness of the Training Program

A scientific mechanism should be in place to ensure that the training program is appropriate and suits the needs of the candidate/organization

• Coverage of training program matches the training needs identified.
• Discussion of organizational/individual requirements along with expected outcome among training/HR manager and concerned faculty member.
• Understanding of the organization and its needs by training institutions and collection of data by them to make training relevant.

Setting individual training schedules in advance

• Preparation of training schedules at the beginning of the year.
• Circulation of the same at the beginning of the year to all departments.
• Preparation of individual training calendars at the beginning of the year and the copies are maintained with the individuals/functional heads and HR departments.
• Information to supervisors about the training program well in advance so as to ensure relieving of employees for the training through proper work scheduling.

High involvement of the employees to ensure that the program is value adding

• Awareness among employees about reasons of training.
• Treatment of employees like equal partners in taking final decision about the type of training program to be attended.
• Provision of choice regarding the training institutes and topics.
• Advance intimation to employees regarding training program.

Training Process

Training should be conducted well, planned well by the faculty, and delivered well

• Training programs are well designed.
• Relevance of program.
• Expertise of trainer in respective field.
• Comprehensive coverage of all topics in adequate time.

Training motivation ensured

• Periodic evaluation of training programs by faculty.
• Use of feedback to improve the program by training institute.
• Use of feedback by HR department for retention strategy.
• Availability of good learning facilities at the venue- library, latest journals and magazines, CD’s, etc.
• Spacious and well designed classrooms with projectors, PCs, etc.
• Nice quiet location of training center, where participants do not feel distracted.
• Recreational facilities for relaxation at the end of the session.

Post-training Activities and Requirements

Implementing individual plan for improvement

• Preparation of post training action-plan by an employee, for strengthening and using new skills in work.
• Participation of immediate superior in this process.
• Mechanism to evaluate changes in the individual’s performance or effectiveness post training (through self evaluation, supervisory feedback, peer evaluation, etc.).

Sharing learning with others

Post training presentation by participant to his/her department or related functions about learning and insights gained.

Feedback to HR department or training manager

• Presence of formal system of feedback with HR department/ training manager about every training program attended.
• Feedback in terms on quality of training programs in terms of faculty, facilities and inputs and value addition to the individual.

Learning Culture and Training Budget

• well documented training policy that focuses on learning
• Presence of definite training and learning policy.
• Properly documented and learning focused policy.
• Based on sound principle of adult learning.
• The policy is shared with all.
• All employees feel satisfied with the learning and training policy.
• Training efforts are in line with training and learning policy.
• Changes in training policy are communicated to employees.

Competencies of Those Handling Training Functions

Training function is handled by competent and trained staff in HRD

• High emphasis on individual and organizational development by HR manager responsible for training.
• Awareness among them on dynamics of training.
• Knowledge of various theories and methods of learning.
• Demonstration of high level of empathy and openness to feedback by them.
• They are competent as faculty themselves.

Line managers, specially sponsors, take training seriously and give it due attention

• Encouragement of subordinates to attend training program by line managers.
• Provision of adequate support to subordinates by them to develop new skills.
• Assistance to subordinates to develop post training action plan.
• Evaluation of improvements in subordinates with periodic feedback to aid their development.
• Provision of adequate support to all processes connected to the training and development system.

Top management is serious about training and gives it due importance

• Communication of its commitments for individual development by top management to various forums.
• Taking periodic feedback from HR head about how training adds value to individuals and overall organization by top management.
• Allocation of adequate budget to support training activities by top management.
• Investment of time and efforts in the development of second line of management by them.
• Perceiving leadership style as being facilitative of learning.

Business Linkages of Training

• Training is in line with business requirements and ROI is measured
• Linkage of training with current business plan or future business plans or necessities.
• Cost control, technology up-gradation or culture building.
• It is not waste, and yields some benefits in line with cost. Periodic evaluation of cost – benefit is done.
• Training is perceived to have developed individual competencies and organizational competencies
• Development in individual competencies.
• Development of organizational competencies.

Auditing Methods and Techniques for

Interviews:

HR Managers: To retrieve information on:

• Mechanisms to identify training need.
• People responsible for such need identification.
• Influence of future plans and technological changes on training needs.
• Procedure to select training institutes and training programs.
• Process and period of preparation and finalization of training calendar.
• Various methods of training used.
• Feedback of the faculty from participants.
• Evaluation of effectiveness of training programs by individuals, superiors and HR departments.
• Training policy and budget.

Line Managers/ Functional Heads:

• Details of training program attended in previous year and proposed for current year.
• Use of new technology for training.
• Linkage of training programs with identified needs.
• Quality of training institutes.
• Involvement in preparation of training calendar.
• Freedom in choosing training institutes.
• Quality of training programs.
• Post training plan of action by subordinates.
• Feedback on faculty and program.
• Awareness on training policy.

Documents/Secondary Data

• Comprehensive format of training need identification.
• Incorporation of training needs from performance appraisal form.
• Training calendar.
• Brochures and write-ups of training programs attended.
• Training schedules.
• Tools and faculty of training programs.
• Feedback forms from individuals and supervisors.
• Visit to library hall and library.
• Training policy documents.
• Training budget.
• Any report or published material in this regard.

Questionnaire

• HR Audit Questionnaire