th

DATE: 05 DECEMBER, 2021

The Evaluation of Training

and Development on Employee Performance

Introduction To Human Resource Management | HRM 324

Prepared By,
ARIF H O S E N
ID: 202-0101-001
Bachelor of Business Administration
University of South Asia

Prepared For,
Nazmun Nur Eva
Faculty Member
Dept. of Business Administration
University of South Asia
01 Introduction | Page No 02

02 Literature Review | Page No 02

03 Employee Training & Development | Page No 03

04 Concept of Training and Development | Page No 04

05 Purpose of Training & Development | Page No 05

06 Employee Development Methods | Page No 06

07 Employee Evaluation Methods | Page No 09

08 Employee Performance and Productivity | Page No 10

09 Evaluating Training and Development Effectiveness | Page No 11

10 Findings and Recommendations | Page No 12

11 Conclusion | Page No 12

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12 Reference | Page No 13
 The Evaluation of Training and Development on
Employee Performance

Introduction:

Training development is a framework that focuses on the organization's long-term needs

and the career goals of individuals and the value of employees to their current and future
employers. Human resource development can be simply defined as the development of
the most important part of a business's human resources, "acquiring or upgrading the
skills and attitudes of employees at all levels to maximize the efficiency of the enterprise".

Employee attitudes are evaluative statements that are favorable or unfavorable to

objects, people, or events. Employees reflect how they feel about something. When he
says he likes their work, employees express their attitude towards the work. Attitudes
are not the same as values but the two are interrelated.

In organizations, attitudes are important because they influence work ethic. If employees
believe, for example, supervisors, auditors, bosses, and Time and Mason engineers all
conspire against employees or work hard for less money, then it makes sense to try to
understand how these attitudes were formed and their relationship with them. The actual
work behavior, and how they may change.

Literature Review:

Human resources are significant in establishing and sustaining competitive advantage for
the enhancement of organizational effectiveness since both are priceless, unique and
irreplaceable resources. The definitions of human resources can be categorized under
two broad strands which are generalist and distinctive. Based on the generalist
perspective, human resources refer to a group of human capital controlled in a
straightforward manner through employment by the organization which constitutes a
source of competitive advantage (Machado, 2015). Meanwhile, the distinctive approach
emphasizes employee skills, knowledge, abilities, attitudes, experience and wisdom.
Human Resource Management can be seen as the utilization of employees to gain a
competitive advantage, particularly through human resource practices (Dzansi & Dzansi,
2010). Majumder, (2012) regards HRM as an organization's philosophy, policies, and
procedures linked with the management of people HRM as a customer prioritized

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management practices that regard the employees as the essence of the organization that
focuses on attaining organizational goals. According to Swathi, (2014), management is
said to be responsible for all practices and decisions that directly affect the employment
relationship. Essentially, the conduct of human resource management aims to optimize
the effectiveness of its employees in order to maximize the organization’s productivity.
Human resource practices are defined as the planned human resource deployment and
the organization's progress is targeted towards reaching the goals through efficient
management of human capital (Babu & Reddy, 2013). Overall, HRM practices can be
concluded as a tool implemented by the organization that helps to motivate and retain
them through efficient practices, policies and philosophy (Schuler & Jackson, 1987; Singh
& Jain, 2014). Effective HRM will result in acquiring and retaining qualified employees,
motivating them to optimize performance and assisting them to meet their psychological
and social needs. This leads to the establishment of long-term commitment among
employees to maintain an employment relationship with the organization. There are
numerous researches studies about the relationship between HR practices and
organizational commitment by using different types of HR practices. Jeet and
Sayeeduzzafar (2014) studied five HR practices such as employee training, performance
appraisal, teamwork, employee participation and compensation and found that there is a
significantly positive relationship between the HR practices and organizational
commitment. Similarly, Bal and Bozkurt (2014) have studied about six HR practices such
as recruitment and selection, training and development, performance appraisal, work
conditions, compensation rewards and involvement. Prabhakar and Ram (2011) also
indicated that job design and employee empowerment are positively associated with
organizational commitment. The study of Umoh, Amah & Wokocha (2014) reported that
there is a positive relationship between employee benefits and measures of continuance
commitment. The study also revealed that there is a significant relationship between pay
structure and continuance commitment. Hong, Hao, Kumar, Ramendran and Kadiresan
(2012) explained that management should not ignore the importance of human resource
management practices on fulfilling the expectations of employees as it creates great
satisfaction and commitment on the job. As stated above, this study hypothesizes the
factors used in the previous literature of HRM practices, which consists of performance
appraisal, training and development impact organization commitment hence, retaining
the employees and minimizing voluntary turnover.

Employee Training & Development:

Training and development have always been identified as one of the important human
resource functions. In most organizations, training and development are an integral part
of HRD (Human Resource Development) activities. Skilled manpower is an important
aspect of gaining a competitive advantage in the corporate world where training and
development serve as a tool for the success of the organization. As rapid changes in

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technology make employees more efficient, many companies have set a certain amount
of training time each year for their employees.

The HRD department is focusing on improving the manpower of the organization.

Training and development activities are often used to motivate employees and improve
their organizational commitment. The HR department found that employees really
appreciate the opportunity to create new skills and improve their work performance.
Employees feel that the company is fully committed to increasing their manpower and
thus they prefer to be a part of training and development activities. Training development
activities are also used to attract new talent to the organization by promoting HRD efforts.
From an HR perspective, training and development activities are the best way to create a
talent pool in the organization. Instead of hiring skilled and trained staff for a specific job
profile, ongoing training and development activities in the organization are a much
cheaper source for internally skilled workers. This reduces the company’s hiring or hiring
costs and the employee joining a new post due to internal hiring for a specific position is
already aware of the organizational work culture. The HRD department also promotes
HR training and development activities because indigenous executives are seen to be
doing better than skilled people recruited from outside.

The HRD department is generally responsible for planning and implementing the training
and development activities of the organization. This activity involves first exploring the
company's skill gaps and then finding the right source from which employees can learn
new skills and improve their performance. It is well to say that the HRM department
actually contributes to the productivity of the organization through training and
development activities.

Concept of Training and Development:

The quality and diversity of the given employee training is the key to inspiration. The
reasons for employee training range from new-hire training on operations to the
introduction of a new concept into a workgroup to bringing a new computer system. The
reason for conducting an employee training session is the need to develop employee
training within the framework of a comprehensive, ongoing, and consistent employee
training program. This quality employee training program is essential to keep employees
motivated to learn new ideas and departments profitable. Program with an overview of
job expectations and performance skills required for job performance. A new higher
training program provides a basic understanding of the position and how the position fits
into the organizational structure.

A training program begins with the creation of an employee training manual, either in
notebook format or online. This manual serves as a building block of practical and

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technical skills required to prepare the new person for his or her position. To understand
the department's current policies and procedures, a manager must ensure that
departmental manual or online employee training is kept current. This includes
improvements to any system and/or changes to policies or procedures. Another training
involves having a new partner train directly next to an existing partner. Some call it on-
job training (OJT) or side training. This type of employee training allows the new partner
to see different aspects of the position directly. OJT gives the new employer the
opportunity to build a working relationship with an existing partner. This type of
employee training reinforces the concepts learned in the initial training and should be
used to reinforce and apply those same learning concepts. An ongoing education program
for a department is just as important as new hire training. When training a new
collaborator, I found that they would retain about 40 percent of the information they
learned in the initial training session. Therefore, a relentless effort must be made to
remind employees of the different methods and concepts. This continuing education can
be formal or informal. The author's choice is always with a more informal approach.

The formal or traditional method for employee training often involves the management
member sending a memo to each associate. An informal, and often more interesting,
approach to a visual learner is to send one-page information to staff. This information
sheet, called a training alert, should be informative and presented in a non-threatening
manner. Therefore, if there is a change in policy or procedure, the department will be
better prepared to accept this presentation of an informal approach.

Purpose of Training & Development:

Training is defined by Wayne Cascio as “training consists of planed programs undertaken

to improve employee knowledge, skills, attitude, and social behavior so that the
performance of the organization improves considerably.” The purpose of training and
development can be explained as follows.

Improving the quality of the workforce: Training and development help companies to
improve the quality of work done by their employees. Training programs concentrate on
specific areas. Thereby improving the quality of work in that area.

Enhance employee growth: Every employee who takes a development program becomes
better at his job. Training provides perfection and required practice; therefore,
employees are able to develop them professionally.

Prevents obsolescence: Through training and development the employee is up to date

with new technology and the fear of being thrown out of the job is reduced.

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Assisting newcomer: Training and development programs greatly help new employees
to get accustomed to new methods of working, new technology, the work culture of the
company, etc.

Bridging the gap between planning and implementation: Plans made by companies
expect people to achieve certain targets within a certain time limit with certain quality
for this employee performance has to be accurate and perfect. Training helps in achieving
accuracy and perfection.

Health and safety measures: The training and development program clearly identifies
and teaches employees about the different risks involved in their job, the different
problems that can arise and how to prevent such problems. This helps to improve the
health and safety measures in the company.

Employee Development Methods:

1. Training

This method includes developing employee skills through a combination of lectures,

hands-on exercises, videos, podcasts, simulations, and individual/group-based
assignments. It includes both formal (classroom-based, instructor-led, eLearning
courses) and informal (watching YouTube videos, reviewing educational blogs and posts
on peer-group forums like LinkedIn or chat rooms, self-study) approaches to skills
development. Each option will be specific to an organization’s needs, and the subject at
hand.

For example, hands-on, instructor-led training may be the best option to teach a detailed
process or trade e.g., a complex manufacturing process or preparing a signature dish for
a restaurant. These extremely specific tasks cannot be taught via YouTube or research,
which may suffice for more general subjects such as building codes or IT support issues.
Employees must actively undergo training (either paid for by themselves or by the
organization) throughout their career to enhance skills they (in consultation with their
managers/supervisors) deem necessary for the role they are performing.

However, organizations must also actively support employee skills development for
future roles/responsibilities that the company hopes to entrust these employees.

2. Task/Job rotations

Employees could volunteer to rotate roles with colleagues on a shift/team, to put some
of those new skills into practice. Employers can also encourage job sharing as a method
for employees, who have indicated their desire to get practical experience, to develop
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some additional skills. The goal is to rotate the tasks and roles to learn something new or
have a chance to practice what has been learned. Stretch assignments: This method
involves management working with employees to understand where they wish to
improve, and then finding assignments for employees to develop those skills.

Typically, the assignments will push the boundaries of an employee’s existing

role/responsibility, to expand its scope to include additional skills needing development.
Stretch assignments could either be horizontal (tasking an employee to use additional
skills to do more work similar to – though not the same - their existing role), or vertical
(extending the scope of an employee’s role to cover down-stream or up-stream
responsibilities).

3. Coaching

When talking about various employee development methods and their benefits, we can’t
stress the importance of helping employees polish their skills through coaching. This
method of skills development typically involves senior staffers working one-on-one with
less experienced individuals.

This can fast-track an employee's understanding of a variety of topics, but be mindful that
this approach can be both times consuming (taking up the assets of seasoned/valuable
staff) and result in a clone-like knowledge of the subject – as opposed to an employee
learning the subject his/her way or through input from a broad range of coworkers and
mentors.

4. Mentoring

This method involves senior leaders/management taking junior staff under their wing to
help develop important skills that the mentored individual might lack. The more formal
mentoring programs are typically used for senior executive/leadership roles, while less
formal structures might be implemented amongst junior management as well.

As with Coaching, be mindful of the time asset, and the even narrower funnel of a one-on-
one teaching model.

5. Committees/Working Groups

These are methods that give employees an opportunity to interact with peers/colleagues
from within and external to the organization. The benefit here is rich access to similar
colleagues (internal) and dissimilar colleagues (external). This broad range of input and
knowledge can be useful in gaining new insights, troubleshooting, and opening up
communication on best practices. This is ideal for communication skills and teamwork
but can also be applied to anything else.

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6. Simulations

These are becoming very popular due to both how engaging and effective they have
become. In its simplest form, a simulation could be role-playing a customer service
interaction, for example, learning how to diffuse an irate and confrontational client in
person, or responding to an emergency situation such as mock first aid scenarios.

At its highest level, simulations can involve completely virtual worlds, such as fire rescue
or flight training where employees can learn the skills required in a nonconsequential
setting. This is extremely useful in taking conceptual or textbook knowledge and applying
it to the real world which gives the employee both the know-how as well as the exposure
and comfortability in handling such tasks.

7. Conferences

Much like workshops and committees, conferences are a useful way to network and gain
exposure to a vast knowledge base of both interdisciplinary and outside industries.
Specific sessions are generally available to increase awareness and training of relevant
topics, often in a pick and choose format that can be of interest/usefulness to particular
subgroups within an organization.

8. On-the-job training

Employees who have attended some basic training on a technical skill (whether it be in
operating a new machine, or learning new financial analysis methods) will often find on-
the-job training a great method to hone those skills. This is basically learning by doing,
which is typically done right after the training. The main goal of on-the-job training is to
provide everything to the employee for self-study while at work. Employees learn how to
use something or apply the methods as they complete the assigned tasks.

This is a very popular way to develop employees as companies typically don’t have the
time to train every single employee on every single skill especially if that skill does not
require specific/advanced knowledge. These range from technical skills, leadership
development, and analytical expertise as well as organizational skills such as time
management, multi-tasking, and prioritization.

9. Self-study

This can be accomplished through different methods: reading/researching, taking

classes, etc. outside of work hours. The subject doesn't always relate to the skills that an
organization needs, but rather something new that they believe will improve their
performance. While the time invested for self-study isn't directly compensated, if an
employee purchased a course that will improve his performance, the company should
compensate him by paying for that course.

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The benefit is that the employee decides what’s of interest, and pursues it independently.
Conversely, it is often difficult to motivate employees to spend off-work time devoted to
work-related endeavors.

10. 360 Degree Performance Review

This method involves getting feedback about an employee, from a cross-section of peers,
subordinates, supervisors and external vendors, and then identifying skills development
opportunities based on those inputs.

11. Career planning

While this method is usually viewed as something that is "employer-driven" – where HR

decides which employee should fill what role – it shouldn't be so! Employees can also
suggest future/alternative career paths for themselves, to their supervisors/managers,
and initiate career planning discussions.

Based on a business goals review and organizational workforce assessment (see

Employee development plan), employers can identify existing skills that need to be
enhanced across the organization, or prospective new skills that the business must
acquire. Through discussions with management, individual employees should then
analyze their own strengths and shortcomings, and volunteer to take on some of those
roles. Individual career plans can then be mapped out, in consultation with HR, with
specific skills development milestones identified for each role.

Employee Evaluation Methods:

Shout and Yousif (2014, pp. 966-967) provided 10 examples of traditional and more
contemporary methods for evaluating employee performance:

1. Ranking Method: Organizational leaders rank employees according to merit from

best to worst.

2. Graphic Rating Scales: This method lists several traits and a range of performance
for each trait; then, employees are graded by aligning the score that best describes
their level of performance for each trait.

3. Critical Incident Method: Leaders keep a record of unusual behaviors and revisit
it with the employees in order to find the resources that will help improve their
performance.

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 4. Narrative Essay: Leaders write an explanation of employees’ strengths and
weaknesses based on overall impressions of performance, capabilities, and
qualifications with recommendations necessary for improving performance.

5. Management by Objectives: Leaders grade performance based on formulated

objectives, execution process, and constructive feedback. This systematic
approach consists of strategic planning, objectives hierarchy, objectives setting,
action planning, method implementation, control and appraisal, as well as
subsystems, organizational, and management development.

6. Behaviorally Anchored Rating Scales: This method helps leaders in contrasting

employee performance against particular behaviors by using numerical ratings
and behavioral statements that describe each element of performance.

7. Humans Resource Accounting: Leaders assess employee performance based on

human resource costing and accounting, as well as its contribution to the
organization.

8. Assessment Center: This approach requires leaders to participate in work-related

exercises, workgroups, computer simulations, fact-finding exercises,
analysis/decision-making problems, role-playing, and oral presentation activities
in order to be assessed by trained observers.

9. 360 Degree: This approach assesses the influence of actions based on feedback
provided by diverse individuals, such as the immediate supervisor, team
members, customers, peers, and self.

10. 720 Degree: This method allows external sources, such as stakeholders, family
members, suppliers, and communities to provide their feedback about an
organization, leaders, and individuals.

Employee Performance and Productivity:

Every organization has its own unique set of objectives and core values. Performance
management ensures that goals and objectives are established clearly and there is a
continuous feedback mechanism in place. Appraisal, on the other hand, is a part of the
whole performance management process but however, performance management is
more flexible and multi-dimensional in terms of communication.

Compared to appraisals, performance management takes a very holistic approach by not

just limiting itself to salary revisions and compensation. Performance management

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manages employee goals effectively. There is a continuous feedback mechanism in place.
There is better employee engagement because there is more recognition of employee's
work and rewards are given whenever necessary.

Every organization must ideally focus on employee performance and engagement with a
holistic approach. While performance appraisal is mandatory in an organization, creating
developmental strategies for improving the employee’s performance and productivity
after the appraisal process is also necessary. This ensures better business productivity.

Evaluating Training and Development Effectiveness:

A changing world means that professional development will need to be constantly

pursued and prioritized. Employers play an important role in supporting the acquisition
of those skills. In fact, 54 percent of respondents from GetSmarter’s ‘The Future of Work
Is Here’ report agree that upskilling or reskilling is the joint responsibility of the business
and the employee.

1. Positive employee retention:

The hiring and retention of talent can be an ongoing challenge for employers,
however, one way to retain your staff is by providing them with career
development opportunities. Including development program offerings in
employment contracts establishes an employee’s sense of value within the
company, fostering loyalty and ultimately increasing staff retention. Investing in
your staff’s professional development is not only vital for team retention, but
learning and development professionals worldwide have reported that they’re
observing a stronger appetite for upskilling than ever before.
More than half the professionals surveyed by GetSmarter in 2020 say they’re
either somewhat likely or very likely to change jobs in the next 12 months. Even
more notable is that 51% claim they may change job functions or business areas
entirely.

2. Training future leaders:

Acquiring leadership talent can start from the initial acquisition, or human
resources professionals can select current employees as managerial candidates.
Having established leadership development programs ensures that a business is
always considering future organizational goals and succession planning by
preparing promotable talent.

3. Employee empowerment:

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 Recent research shows that leaders who inspire, ignite people’s imaginations, and
mobilize them with a compelling vision are more impactful than managers who
simply focus on the bottom line.

4. Increased workplace engagement:

Regular development initiatives can help keep employees motivated, while
frequent training programs will also establish regular re-evaluation of employees,
skills, and processes. Assessing the current skills and abilities within a team will
enable managers to strategically plan targeted development programs that
consider any potential skills gaps.

Findings and Recommendations:

The training & development program can be made effective & successful if the following
hints are considered:

• Top management support & active involvement is essential to make the training
& development program successful.
• Outlining specific training & development objectives on the basis of the type of
performance needed to achieve organizational goals.
• Making attempts to determine if the trainee has the intelligence & skills &
movement to successfully complete the training & development programs.
• Increase employee interest in training by making him/her aware of the personal
benefits of training that he /she can attend through better performance.
• Planning training & development program in such a way so that it is related to the
trainee's previous experience & background.
• Making attempt in order to create organizational conditions that are conducive to
a good learning environment.
• Select a combination of methods to permit the training.
• Rewarding the trainee for better performance.
• Ensuring active participation of the trainee in the training program.

Conclusion:

Training and development are a dynamic process that requires constant coordination to
make it relevant and useful. In this context, the Ministry of Establishment maintains the
policy of designing, organizing development and imparting training to meet the
expectations and needs of the employees. Field administrators have a close relationship
with training due to their regular needs and wide application. Agreed to meet training
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and development impact and role to meet daily work performance and face field realities.
During national disasters like drought, flood industry accidents, field officers have to face
an extremely difficult reality where they need an official type of training. Without proper
training, internal office management and external fieldwork would not be possible in a
proper manner.

References:

• Chapter 5_Training & Development | Introduction to Human Resource

Management.
• https://www.assignmentpoint.com/business/human-resource-
management/report-training-development-employee-performance.html
• https://www.researchgate.net/publication/332537797_The_Importance_of_Trai
ning_and_Development_in_Employee_Performance_and_Evaluation
• https://core.ac.uk/download/pdf/234624593.pdf
• https://www.researchgate.net/publication/282586487_Performance_Appraisal
_and_Training_and_Development_of_Human_Resource_Management_Practices_H
RM_on_Organizational_Commitment_and_Turnover_Intention
• https://www.getsmarter.com/blog/employee-development/employee-training-
and-development-the-benefits-and-why-its-important/
• https://www.hrhelpboard.com/training-development.htm
• https://www.assignmentpoint.com/business/human-resource-
management/purpose-of-training-and-development.html
• https://www.futurelearn.com/info/courses/training-development-
work/0/steps/88512
• https://online.maryville.edu/blog/importance-of-training-and-
development/#:~:text=Training%20and%20development%20programs%20pr
ovide%20a%20host%20of%20benefits.,a%20career%20in%20human%20reso
urces.
• https://www.valamis.com/hub/employee-development-methods

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