Analyzing The Training Needs of EVN Report: Human Resource Management

HUMAN RESOURCE MANAGEMENT
Analyzing the
training needs
of EVN report
PREPARED BY GROUP 4
Nguyễn Thu Phương
Nguyễn Mỹ Uyên
Nguyễn Khánh Linh
Vũ Ngọc Hải Yến
Lê Nguyễn Hồng Lam
Nguyễn Quang Nhật
Phan Đặng Phú
GROUP REPORT
tropeR NVE fO sdeeN gniniarT ehT gnizylanA | tropeR puorG
Table of
Contents
1 Introduction
Overview of Training literature and

2 focus on Training need assessment
How to Conduct a Training Needs

3 Analysis in 3 Steps
Describe the process of the HR dept.

4 analyzes training need and the way
they develop training program
Briefly introduce 01 or 02 training

5 programs
Criteria to evaluate training programs of

6 the selected company
7 Conclusion
01
01
introduction
1 Vietnam Electricity:
Corporation was established in
1994.The establishment of EVN has
been affirming a right direction,
not only contributing to well
exploiting hydroelectricity
sources, but also producing
electricity effectively serving the
socio-economic development of
the country.
3 Mission:
To ensure timely and sufficient
supply of electricity according to
the needs of the National Power
System with high power quality
and stability. Moreover, EVN
contributes to improving the
management and administration
capacity of the Company to
achieve the goal of Safety -
Efficiency - Quality - Continuity
that the company has set out.
4 Strategic:
With the strategic orientation of
building and developing, the
company constantly recruits and
trains a team of skilled
technicians with many years of
experience, signing
comprehensive cooperation
agreements with leading solution,
manufacturing and construction
providers in Vietnam as well as in
the world. The world aims to bring
the best solutions for the projects
that the Company manages and
operates.
PAGE 01
01
introduction
2 Major products and

services:
The main function and task is to
invest in the construction of
hydroelectric projects, produce
and trade in electricity, manage
and operate power plants.
5 About the interviewee:

About the interviewees we
interviewees, his name is PHAM
TRUONG BA THO
Working at Southern Electricity IT
Company.
He is a specialist in the IT
department - in charge of the
Elearning online training system
for the Southern Power
Corporation - EVN SPC and its
units
PAGE 02
GROUP REPORT | ANALYZING THE TRAINING NEEDS OF EVN REPORT
02
Overview of Training
literature and focus on
Training need assessment
Training literature
To relate theory with research practice Both formal training and informal
by prodigy basic concepts we do some learning contribute to the development
literature review from chapter Training of intangible assets, particularly human
from Human Resource Management 11th capital (Noe, 2019).
edition of Raymond A. Noe.
The goal of training is to help
Training refers to a company's employees to master the knowledge,
intentional effort to support workers' skills, and behaviors emphasized in
learning of job-related skills, training and apply them to their day-to-
knowledge, skills, and behaviors (Noe, day activities (Noe, 2019).
2019).
Training design process refers to a
Traditionally, companies have systematic approach for developing
depended on formal training through a training programs( Noe, 2019).
course, program, or event to educate
workers on the knowledge, skills, and
attitudes required to do their jobs
successfully. Formal training refers to
training and development programs,
courses, and activities planned and
coordinated by the firm( Noe, 2019).
Despite significant investments

informal training and development
programs by businesses, Informal
learning is critical for promoting
knowledge and skill acquisition.
Informal learning is defined as learning
that is initiated by learners, involves
action and doing, is driven by a desire
to improve, and does not take place in
a formal learning context( Noe, 2019).
PAGE 03
02
The training process
PAGE 04
02
The training process
There are 6 stages in the training process. The first stage is to analyze requirements
in order to decide whether training is required. Stage 2 involves ensuring that
workers are ready for training as well as having the motivation and fundamental
abilities to grasp training content. Stage 3 evaluates whether the training session (or
learning environment) contains the elements required for learning to occur. Stage 4
is concerned with ensuring that learners apply the training knowledge to their
careers. This needs management and peer support for the utilization of training
information on the job, as well as teaching the employee how to accept personal
responsibility for skill growth. The fifth stage entails deciding on a training approach.
There are several training techniques accessible, ranging from traditional on-the-job
training to newer technologies such as social media. The idea is to select a training
approach that will give the best learning environment for achieving the training
objectives. The sixth stage is assessment, which involves assessing if training met the
targeted learning outcomes and/or financial objectives (Noe, 2019).

What is Training Needs Assessment?
“Training Needs Assessment” (TNA) is the method of determining if a
training need exists and, if it does, what training is required to fill the
gap. TNA is also the process of collecting information about an
expressed or implied organizational need that could be met by
conducting training. TNA seeks to identify accurately the levels of the
present situation in the target surveys, interviews, observation,
secondary data, and/or workshop. The gap between the present status
and desired status may indicate problems that in turn can be translated
into a training need.
Training Needs = Desired Capability – Current Capability of the Participants
PAGE 05
Training can reduce, if not eliminate, the gap, by equipping the

participants with knowledge and skills and by encouraging them to
build and enhance employees’ capabilities.
PAGE 06
03
How to Conduct a Training
Needs Analysis in 3 Steps
3.1
ORGANIZATIONAL ANALYSIS:
Work with leadership to define training priorities and ensure that training goals and
business objectives are in sync.
Examine the organization's preparation for training as well. This entails detecting
and removing (or at the very least minimizing) impediments that may reduce the
effectiveness of the training.
PAGE 07
03
3.2
TASK ANALYSIS:
A job-task analysis is a method for breaking down a job into its individual
components. The purpose of the job-task analysis is to create a list of activities that
must be completed in order to do a certain job, and then to determine the skills and
competencies required for each task.
Interviews, focus groups, and surveys are commonly used to get information from
subject matter experts for task analyses. A full description of manual activities,
mental activities, task durations and frequency, any essential equipment, and the
abilities and competencies required to complete a given activity should be included
in the final output.
PAGE 07
03
3.3
PERSON ANALYSIS
This analysis determines who has mastered the abilities and competencies
identified in the preceding task analysis step, as well as who still need to learn
them. This will allow you to focus your training on the areas where the gaps
between the needed status and the intended outcome are the greatest.

The person analysis might assist the company in comprehending the qualities of
persons who will be training. HRM managers might notice, for example, that they
are mostly younger employees. In this instance, they may want to tailor your training
to appeal to Millennials.

Keep in mind that most employees aren't very effective at recognizing areas where
they require training on their own. People who do things badly are often supremely
confident in their abilities, according to research. One of the reasons for the
importance of a comprehensive training needs analysis is this.

The first and most critical step in ensuring that corporate training resources are
used most effectively is to conduct a training needs analysis. Experts strongly
advise undertaking a thorough and rigorous training needs analysis. This will assist a
corporation in fully comprehending the organizational environment, obtaining a
clear picture of the competencies required to achieve the intended results, and
determining which workers and teams require the most training.

PAGE 08
04
Describe the process of the HR dept,
analyzes training need and the way they
develop training program
4.1 ORGANIZATION ANALYSIS:
About EVNSPC Corporation, its headquarters is located in District 1, Ho Chi Minh
City. The consortium consists of many smaller organizations with the function of
leading, controlling, and supervising the work. In addition, the division into many
small organizations makes it easier for the company to coordinate with localities to
organize better training and training sessions. One of the organizations contributing
to the current success of EVNSPC is the information technology office. Organizations
not only play a role in preserving documents but also contribute to calculating and
optimizing functions, tasks, and work processes. Not only that, from this information
office organization, the company has statistics and makes better choices for
training.
In the organization analysis section, to ensure that the use of complex models or
programs for employees is more effective, the direction, goals, or training capacity of
this organization should be studied. The mission of this organization is to implement
a complex program to optimize work performance, provide clear statistics, and
develop policies and plans to help management easily screen selected employees.
go to training. From here, the main strategies of the organization are improving the
skills and working methods of employees, enhancing their ability to innovate, create
and take the lead in applying them in practice. Among the main strategies of the
information technology office, training and improving skills to apply is extremely
important, having a clear influence on performance and output should be put on the
top goal of the organization. At EVN, putting it into practice is essential otherwise
everything will be meaningless and a waste of resources because training costs are
extremely expensive.. For example, after being properly trained, employees have
applied and implemented the Digital office program (the updating of E-office that
EVNSPC had used before), thereby helping to send 90% of confidential documents
within the company, which are completely confidential.
PAGE 09
04
4.1 ORGANIZATION ANALYSIS:
Not only training but the investment and support of managers and peers is also very
important. Getting the support of managers and peers helps employees innovate and
achieve desirable results. But to achieve this, previous managers or colleagues need
to share their valuable experiences or mistakes with everyone. In this way, other
employees learn valuable lessons and come up with the best paths for themselves
and the company, especially the organization. At EVNSPC's information technology
organization, everyone understands this well, so, from senior managers to employees,
they are open to sharing their valuable experiences. Not only that, these employees
will regularly participate in closed company meetings to discuss personal
development plans. In addition, the management of this organization also regularly
organizes business trips for its employees to help them gain valuable practical
experience and to better understand EVNSPC.
PAGE 09
04
4.2 TASK ANALYSIS:
Fundamentally, a job-task analysis has
been considered as one of the three
essential steps in analyzing the training
needs assessment process. The analysis
indicates the essential KSAs of
employees compared with the updated
requirements of jobs and then, pinpoints
the training gaps in the performance
being done for training needs identified.
With the massive scale of the

corporation, the current level of KSAs is
gathered by simple quizzes such as
hackerrank, w3schools combining
learning modules. However, regarding
the COVID-19 pandemic, training has
transformed from an offline format to an
online one. After that, information is
evaluated based on the initial band
scores and compared with the expected
job requirements. As a result, there are
10 main topics that range widely in an
engineering and technology training
program from analyzing and designing
systems, system administration (network,
database, server...), designing and
building information technology
infrastructure, system integration,
system security to software construction,
checking fix, configuration/library
management, service quality
management and user support. Going
through the theories to practices, EVN’s
staffs are aimed to be trained on how to
use the software program designed and
distributed by the company. Books and
learning materials are provided by the
training department in order to boost
their employees' motivations more.
These stages, which are mentioned
previously, are covered standards for
evaluation.
PAGE 10
04
4.2 TASK ANALYSIS:
For instance, the company has designed the Digital Office program recently, hence,
tests lead to a lack of necessary knowledge and skills for implementing the program
effectively, especially in Information Assurance. Training needs are recognized and
EVN staff will be chosen to attend a training course, the competency and benefits
policy will be worth their contribution. This training program includes a list of tasks
which are gaining basic knowledge of system security, how to use personal computers
safely, how to use mobile devices safely, how to use wireless networks safely, safe use
of emails, social networks, browsing the web, conducting online transactions and
avoiding phishing-based attacks (Social engineering) For being registered for a
training course, staffs will be trained on how to improve identified KSAs. First of all,
knowledge of network equipment, security password, server, storage is initially to be
trained. Besides that, knowledge about the methods of information exchange in the
network environment which means a deep understanding of the operation of IT
systems managing infrastructure such as policy control users, devices, applications,
data, is also required. Secondly, skills that include doing statistics, analysis,
monitoring and control of compliance with policies of the operating department will
be guided by experienced security analysts while employees have to develop the
ability of reporting, managing affairs, coordinating and exchanging work with other
departments rapidly. Depending on the board of directors’ decision, trainees are
selected and for those who are chosen to attend the training course, the competency
and benefits policy will be worth their contribution. However, certifications are
required at the end of the course, or else, employees have to pay a fee.
The training programs are various, available in many fields, from IT, human resource
management to accounting, business showing that EVN has been analyzing carefully
and managing not only their strengths but also other departments Undeniably, EVN
seems to know what they should do in order to sustain their position in the electric
power industry and its future development.
PAGE 11
04
4.3 PERSON ANALYSIS:
A focus on individual performance is a third

means of diagnosing training needs. To
identify individuals who require training in
specific areas to qualify for promotion can
use a good HR information system.
With the development of technology and

changing needs to achieve the most
convenience for company employees and
customers; there are many new applications
programmed for each department in the
electricity company such as CMIS (business
department), PMIS (engineering department)
and Epoint (customers). To be able to
improve the features of the application
requires the staff of the IT department to
master the knowledge of application
programming as well as understand the
needs of each department to program the
application for those needs, which leads to
the need for intensive training courses for IT
staff.
The employees are evaluated through

performance appraisal and individual tests.
Moreover, the evaluation of each IT staff
member is also through the supervision of
the manager. To clarify, the head of the
department will monitor and observe the
employee's working process; Besides,
questions are made to assess the skills and
abilities of employees to see whether they
should be trained or not.
Occasional training programs are designed

so that the staff can consolidate their
knowledge, cultivate new problems in
programming and provide an opportunity to
discuss shortcomings with experts.
PAGE 12
04
4.3 PERSON ANALYSIS:
In addition, there are periodic individual tests to assess each person's qualifications
and ability to be promoted. After being promoted, there will be training courses to
help employees get used to the job and understand the responsibilities of the new
position.
In the context of the Covid-19 epidemic, the flexible transition from on-the-job
training to online mode faced many difficulties. Internships during training will have
to be postponed because of social distancing. However, theoretical training still
brings better quality than online learning platforms. Whether it is face-to-face or
online training, employees can broaden their horizons, improve their knowledge and
skills in the electrical industry.
PAGE 13
4.4 THE WAY THEY DEVELOP TRAINING PROGRAM:
Step 1: Develop a training plan

First, the training department, based on the
company's training budget in the year,
allocates training funds to the departments in
the company to balance and register for
training courses. Then, departments in the
company will develop and send training plans
of the year to the Training Department. Based
on the training plans of the departments, the
training department contacts the training
centers to learn about the content and costs of
the training courses before summarizing and
submitting them to the Board of Directors for
approval. After the training plan is approved by
the Board of Directors, the training
department registers the training plan with the
superior company. If the annual training plan
is approved by the superior, the training
department will publish the training plan to all
employees. The training department monitors
the implementation of annual training
expenses of the company.
Step 2: Asking for training

When there is a need for training according to
the approved plan, the training department
makes a plan with a list of employees to
participate in the training course and
information of the training program then sends
it to the superior. The training department will
coordinate with functional departments to
search for training courses according to the
approved plan.
Step 3: Leadership approval

The training department submits to the Board
of Directors to approve the asking for the
training of employees. In case the application
is not approved, the company gives a reason
for the Training Department to correct or close
the profile. If the application is approved, the
training department will coordinate with the
staff sent for training to carry out the training
procedures. The procedure includes contacting
the external training center for student
registration, starting schedule, and payment of
training fees. After that, they will notify the
Functional departments and the staff sent for
training to arrange a time to participate.
PAGE 14
For some specific short-term and long-term

training courses, based on the feature,
importance, and training budget, the working
time of the obligation will be considered by the
Director on a case-by-case basis before deciding
to send them to school. For training courses
outside office hours, the person who is sent for
training still has enough time to work during
office hours for the Company, the time
commitment of the person sent for training is
counted from the time of starting the training
course, the length of the training course due to
the fault of the learners shall not be included in
the committed implementation time. The
employees have to make a personal commitment
of the working term for the company after
training. For example, if the training cost is less
than 10,000,000 VND, they must work for the
Company for at least 01 (one) year or if the
training period converted from 03 months to less
than 06 months, they must work for the Company
for at least 03 (three) years;
Step 4: Deploy training

The company creates opportunities for
employees to participate according to the
training schedule. Employees sent for training
must attend all training courses as prescribed. If
unable to attend, they have to report to the
company 5 working days before the starting date
of the training course. If the training center
suspends the training course, The staff will be
responsible for monitoring when the training
course is held, in case the training course cannot
be organized during the year which is by the end
of December 31 every year, the company will
cancel the training course.
For internal training, EVN creates lectures and

trains internally for employees. The company's
specialists will prepare lectures, training plans,
and then open training classes for staff under
EVNSPC. They also apply hands-on methods. For
example, new accountants in the company will
be trained internally via on-the-job training. The
inexperienced accounting employees learn
through observing peers or managers performing
the job and try to imitate their behavior.
PAGE 15
For external training, this kind of training

depends mostly on the provided program of the
external university. Few former training programs
for technicians are short-term training courses at
the University of Science, Hochiminh Electric
Power College.
EVN also uses the group building method by
operating team building day which often takes
place in July for employees. This method aims to
enhance the company workplace culture, group
effectiveness also help the employees relax, and
make them more engaged with the company.
Step 5: Evaluate training results

After completing the training course, the trained
staff will carry out the procedure of reporting
training results to the company. They have to do
an Individual knowledge harvest report after a
training course. If they study at training centers,
they have to submit a diploma/certificate to the
company. For unsatisfactory training results, they
have to comply with training expenses
reimbursement as prescribed.
Step 6: Save and track training records

The staff of the Management Department will
save and track the training records of each
trained employee. They will have to update
diplomas/certificates and training results in the
employee’s profile. They also have to keep
training records and personnel records. In case
the employee quits before the time of
commitment to work after training, the company
will calculate the reimbursement cost before
issuing the decision to terminate the labor
contract.
PAGE 16
Not just theory, EVN has always applied these

steps to develop training programs for
employees. Typically, the training program
happened in July 2020 in the IT department.
The first step was developing a training plan,
realizing that the IT department lacked
knowledge about software testing, the QA
team (Quality Management) asked their
superiors for training. The QA team found a
training course in the field of Information
Security at the University of Science -
Computer Science - Ho Chi Minh city. Then, the
QA team made an application to study and
sent it to the Training department. The next
step was asking for approval, the training
department made a plan with a list of
employees to participate in the training course
and the information of the training program.
The course was Software Testing (NTSB) at the
University of Science which lasted for 3 months
from July to September 2020. The training
period was 52 hours and the fee was 3,850,000
VND for each employee. After that step, the
application was approved by the leadership.
The training department coordinated with the
training staff to contact an external training
center to register students and pay training
fees. Trained employees must commit to
obtaining a certificate, not getting a certificate
means employees have to refund the training
fee. Moreover, they have to work for the next 3
years without leaving the company otherwise,
they have to receive a reimbursement. Step 4
was deploying training, the company created
opportunities for employees to participate
according to the training schedule. After
completing the training course, the trained
staff was being evaluated training results, they
had to report training results to the company
and submit the certificate. Last, the human
resources management saved and tracked
training records of trained employees.
PAGE 17
05
Briefly introduce
01 or 02 training
programs
One of the important tasks that EVN has been assigned by the Government in
implementing the electricity market is to train human resources. Therefore, EVN has
been promoting this work (EVN corporation, 2014).
Through many training programs, this report will only mention one program which is
familiar to many people: EVN's E-learning program for staff in charge of training
management. The Corporation and Da Nang Electricity One Member Company
Limited are the first units of EVNCPC to conduct E-learning training.
To summarize about E-learning, is a modern training method, take advantage of
information technology that helps workers easily update new training trends
conveniently and quickly. At the same time, E-learning also helps EVN/EVNCPC to
optimize costs and easily manage training plans at units. The system used in the
system includes 3 main user groups: Administrator, Group of Trainers and Learners.
EVN will monitor the trainees through the "Report" function on the E-learning
program. After completing stage 1, EVN and EVNCPC will evaluate the effectiveness
of the program to make adjustments if necessary. Since then, the corporation will
continue to deploy at other units in EVNCPC (EVN corporation, 2019).
PAGE 18
05
Briefly introduce
01 or 02 training
programs
First of all, employees can

participate in courses anytime and
anywhere.
E-LEARNING IS The second one is saving training

EFFECTIVE BY costs compared to traditional
training methods.
THESE FOLLOWING
Last but not least, E-learning also
ADVANTAGES: builds an effective online training
management solution.
Lastly, helping staff in charge of

training can keep track of all
employees in the unit.
PAGE 19
05
Briefly introduce
01 or 02 training
programs
Helps workers easily update new

training trends conveniently and
quickly.
FOR PURPOSES, Save learning effort compared to

traditional training methods.
ELEARNING ALSO:
Helps EVN/EVNCPC to optimize costs
and easily manage training plans.
After completing: EVN and EVNCPC will evaluate the effectiveness of the program in
order to adjust if necessary (EVN corporation, 2019).
PAGE 20
06
Criteria to evaluate training
programs of the selected company
6.1 CRITERIA TO EVALUATE THE SUCCESSFUL OF THE
TRAINING COURSE
After choosing one training program, the corporation should propose some criteria
to evaluate training programs, in order to know the efficiency and effectiveness of
the training programs. This part will only mention the success of the E-learning
training program.
Besides that, based on the result of the training program, the company can continue
to improve the training program if the results are positive or cancel them if they are
unsuccessful (Bloom, 2021).
Rely on the interview, EVN chooses 3 basic criteria (Appendix 6.1):

The training program must provide basic knowledge about the LMS system and
documents related to E-learning implementation.
The training program must help the workers to apply in the working process at
the company.
After the training course, workers are able to re-train other employees (if
necessary). This criterion is considered as the purpose of internal training, the use
of experienced employees to train employees.
6.2 FOUR LEVELS STRATEGY TO EVALUATE A TRAINING

PROGRAM
The Kirkpatrick Model 4 levels strategy of evaluation is a globally determined

method of evaluating the results of training and learning programs, rated through
four levels of criteria: reaction, learning, behavior, and results (Kurt, 2018).
PAGE 21
06
PROGRAM
The first level of criteria is “reaction,” which measures whether learners find the
training engaging, favorable, and relevant to their jobs. This level is most commonly
assessed by an after-training survey that asks students to rate their experience
(Bloom, 2021). In this situation, EVN often chooses to distribute survey
questionnaires after the training course and the responses show the majority of
employees are satisfied with the training session (Appendix 6.2). The company can
definitely conclude that the training program is completely successful in the value
of the training and the usefulness of it.
Level 2 is “learning”. It gauges the learning of each participant based on whether

learners acquire the intended knowledge, skills, attitude, confidence and
commitment to the training, and it mostly presents through the exam and scores
(Bloom, 2021). EVN applies this theory to build the amount of knowledge which is
fully provided as required for the position. After the training course, EVN also
designed specific assessment tests. The corporation can easily measure how much
information was effectively absorbed after the training course
PAGE 22
06
PROGRAM
Level 3 is “behavior” and it measures whether participants were truly impacted by

the learning and if they’re applying what they learn (Bloom, 2021). After the training
course, while in the working process, EVN employers often observe the working
behavior of employees through employee’s colleagues, supervisors, and subordinates.
Furthermore, at the end of each month, there is a KPI performance evaluation, to
easily recognize how much the training has influenced the performance of the
participants (Appendix 6.3).
Lastly, “result” is the most important strategy, measuring the learning against an
organization's business outcomes (Bloom, 2021). EVN measures the impact of
training in achieving goals such as productivity, work quality, project completion
time… and it can be evaluated by comparing data before and after training.
PAGE 23
06
6.3. THE OUTCOMES
After applying 4 level strategies above, EVN gained these outcomes. Firstly, cognitive
outcomes are often measured about the acquisition of knowledge. EVN uses an
online exam in the form of multiple-choice to help employees be aware of the
application of information technology in the electromagnetic industry. Next, skill-
based outcomes are also important. It is measured by practicing: practice test or
computer-based test. EVN chooses to do it in both ways but depends on each course
(Appendix 6. After the test, EVN workers can apply while working in the corporation.
For instance, learners are able to apply an E-learning operation method or basic use
of some software to prepare Elearning lessons. Thirdly, effective outcomes mostly
relied on motivation, reaction to program and attitudes. These outcomes are often
represented by attitude surveys. In this case, EVN always sends the questionnaire
forms to employees and gets feedback from them. The responses show the majority
of employees are satisfied with the training session. On the other hand, the training
course may support the workers to build the beliefs of the modern background of
information technology. Last but not least, is the result. It is measured about
Company payoff and measured by scores data or through employer's observation.
The most important result that EVN needs and gets is that 100% of workers pass the
exam both in practice and theory test, and complete the required number of lessons.
Lastly, return on investment based on the identification and comparison of costs and
benefits of the program. It also presents the economic value of training. About EVN
corporation, the cost is completely suitable for the purpose of the training session.
At the end of the training course, 26 E-learning lectures were formed with the
content closely following the work practice. The teaching team when returning to
the unit can carry out their work with practical orientations and instructions from
the training course (EVN corporation, 2019).To conclude, the training session
completely met the stated purpose and it is totally worth the cost.
PAGE 24

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HUMAN RESOURCE MANAGEMENT

Overview of Training literature and

How to Conduct a Training Needs

Describe the process of the HR dept.

Briefly introduce 01 or 02 training

Criteria to evaluate training programs of

2 Major products and

5 About the interviewee:

Despite significant investments

Training need assessment

Training Needs = Desired Capability – Current Capability of the Participants

Training can reduce, if not eliminate, the gap, by equipping the

With the massive scale of the

A focus on individual performance is a third

With the development of technology and

The employees are evaluated through

Occasional training programs are designed

Step 1: Develop a training plan

Step 2: Asking for training

Step 3: Leadership approval

For some specific short-term and long-term

Step 4: Deploy training

For internal training, EVN creates lectures and

For external training, this kind of training

Step 5: Evaluate training results

Step 6: Save and track training records

Not just theory, EVN has always applied these

First of all, employees can

E-LEARNING IS The second one is saving training

Lastly, helping staff in charge of

Helps workers easily update new

FOR PURPOSES, Save learning effort compared to

Rely on the interview, EVN chooses 3 basic criteria (Appendix 6.1):

6.2 FOUR LEVELS STRATEGY TO EVALUATE A TRAINING

The Kirkpatrick Model 4 levels strategy of evaluation is a globally determined

Level 2 is “learning”. It gauges the learning of each participant based on whether

Level 3 is “behavior” and it measures whether participants were truly impacted by

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