Conducting Training need assessment

Training assessment must be done systematically in order to a ascertain if there really is a

need for training. Managers must first try to observe the business condition and the economic, strategic
and technological changes that are happening in the organization’s environment before proceeding to
the analyses of the organization, task and a persons individuals, as all these are determinants of
training types required for the maintenance of the firm’s stability.
Examples of organization analyses include the of effects of downsizing, branching out
conflicts with rival companies, and others that may require training or retraining of employees.

Task analysis involves, for example, a checking of job requirements to find out if all these are
being done to meet company goals. If not this may be a go-signal to train or retrain personnel.

Person analysis determines who among the employees needs training or retraining. This is to
avoid spending for the training of employees who no longer need it. For example, a department
manager pirated from a rival company to occupy a vacancy in one of the organization’s departments in
the same capacity (department manager) may not need managerial skills training anymore.
What are the different learning principles

Modeling- the use of personal behavior to demonstrate the desired behavior or method to be
learned.
Feedback and reinforcement- learning by getting comments or feedback from trainees
themselves, from trainers, or fellow trainees, which can help the individual realize what they are
doing wrong; reinforcement is accomplished through verbal encouragement or by giving rewards
such as prizes, awards and others.
Massed v. distributed learning - learning by giving training through either few, long hours of
training (massed) or series of short hours of training (distributed).
Goal-setting – learning through the explanation of training goals and objectives by the trainers to
the trainees.
Individual differences – training program that take into account and accommodate the individual
differences of the trainees in order to facilitate each person’s style and rate of learning.
Active practice and repetition – learning through the giving of frequent opportunities to trainees to
do their job task property.
Designing the Training Program

This phase involves stating the instructional objectives that describe the knowledge, skills and attitudes that have to
be acquired or enhanced to be able to perform well. In short, these are performance-centered objected that must be aligned
with the firm’s objectives. Another thing to be considered is trainee readiness and motivation. This refers to the trainees’
background knowledge and experience, so that the training to be given to them will not go to waste. Different learning
principles, like using modeling, feedback and reinforcement, massed vs. distributed learning and others influence the training
design’s effectiveness.
Implementing the Training Program
Various type of training program implementation include on-the-job training, apprenticeship training classroom instruction,
audio-visual method, simulation method and e-learning.
Evaluating the Training
The positive effects of the training program may be seen by assessing the participants’ reactions, their acquired learnings and
their behavior after completing the said training, the effects of training may also be reflected by measuring the return on
investment (ROI) or through the benefits reaped by the organization, which were about by their training investment.
Employee Development
Developing employees is a part of an organizations’ career management program and its goal is to match the individual
employee must know himself or herself well, identify his or her own knowledge , skills and abilities, values and interests, so that
he or she could also identify the career pathway that he or she would like to take. Although he or she is encouraged to take
responsibility for his or her own career, the organization must, at regular intervals, provide him or her with the results of his or
her performance evaluation and the organization’s plans or directions that may be related to his or her own career development
climate for him or her, which may lead, ultimately, to the blending of his or her career development goals with organizational
goals.
COMPENSATION WAGES AND PERFORMANCE
EVALUATION
Compensation wages and performance evaluation are related to each other because the
employees’ excellent or poor performance also determines the compensation given to them, after
considering other internal and external factors like the actual worth of the job, compensation
strategy of the organization, conditions of the labor market, cost of living and area wage rates
among others.
Compensation may come in different forms, It may market indirect or nonfinancial.

TYPES OF COMPENSATION
Direct Compensation – include workers’ salaries, incentives pays, bonuses and commissions/
Indirect Compensation – include benefits given by employers other than financial renumerations;
for examples: travel, educational and health benefits and others.
Nonfinancial Compensation - includes recognition programs, being assigned to do rewarding job
or enjoying management support, ideal work environment and convenient work hours.
CONNECTING COMPENSATION TO ORGANIZATIONAL OBJECTIVES

Worker compensation/wage had tremendously changed in the 21st century date to increased
market competitions (both local and global), required skills from workers and changes and technology,
among others. Along with these, organizations’ pay philosophies have also changed. Instead of paying
employees based mainly on their job positions or titles, thy are now given pay according to their individual
competencies or according to how much they could contribute or have contributed to their company’s
success. Wage expert now prepare compensation packages that create value for both the organization and
its employees.
COMPENSATION: A MOTIVATIONAL FACTOR EMPLOYEES
Compensation pay present a reward that an employee receives for good performance that
contributes to the company’s success. In relation to this, the following must be considered.
Pay Equity- related to fairness; the Equity Theory is a motivation theory focusing on employees’ response
to the pay that they receive and the feeling that they receive less or more that they deserve.
Employees generally feel that their pay must be commensurate to the effort exerted in the performance of
their job. In other words, pay equity is achieved when the pay given to them by the employers is equal to
the value of the job performed; thus, this motivates them to perform well and to their jobs to the best of their
abilities.
Expectancy Theory – another theory of motivation which predicts that employees are motivated to work
well because of the attractiveness of the rewards or benefits that may possibly receive from a job
assignment.
The employee’s perception of the compensation or pay attached to a job position is an important
factor in ascertaining the motivational value of compensation.
BASES FOR COMPENSATION

Employees may be compensated based on the following:

Piecework basis – when pay is computed according to the number of units produced.
Hourly basis – when pay is computed according to the number of work hours rendered.
Daily basis – when pay is computed according to the number of work days rendered.
Weekly basis – when pay is computed according to the number of weeks rendered.
Monthly basis - when pay is computed according to the number of work month rendered.
Compensation rates are influenced by internal and external factors, Among the internal
factors are the organization’s compensation policies, the importance of the job, the employees’
qualification in meeting the job requirements, and the employer’s financial stability.
External factors, on the other hand, include local and global market conditions, labor
supply, area /regional wage rates, cost of living, collective bargaining agreements, and national and
international laws among others.