‘A training programme is just the beginning, and not the end’
21/08/2019 , Liffy Thomas
Illustration: Sebastian Francis
Training programmes should be outcome-driven. So, a mechanism to assess the impact of a training programme should be built into it.
Jacob Jesuroon, head - People Function, Access Healthcare, points out that the assessment should be taken step-by-step, and he illustrates the idea with one of the training systems followed at his company.
Step one: The immediate response to a training programme.
When a training programme has been completed, feedback is sought from the participating employees about the trainer, training content and training environment.
Step two: The effectiveness of a training programme is gauged from how much it has improved workaday behaviour. “So, after the training is done, we have 30 days of on-the job coaching, which is essentially about observing the extent of behaviour and capability improvement of employees.
Wherever necessary, the trainer works with the participants to ensure that lessons taught during the training are reiterated,” says Jesuroon.
If the trainer had identified any specific need for the employee, 45 days of personalised coaching is provided to them. Following this, they are issued a certificate.
Jesuroon says, “It takes time to exhibit competitiveness, so we measure the overall effectiveness of a training initiative at the 120th day. We are happy seeing any improvement above 20% and a continuous learning attitude,” says Jesuroon.
Outcome metrics of an effective supervisor training programme are: managing their team, providing for a productive work environment, empowering their team, and providing employees with the right career opportunities in the organisation.
Another indicator of effective supervisor programme is the happiness quotient of the team members, measured every day through an internally developed app called “Happiness Meter.”
Jesuroon says that it is the job of line managers to support the career goals of employees.
“Line managers have to ensure their team members are upskilled from time to time and are growing internally,” says Jesuroon, adding that they insist that at least 70% of the members in a team are promoted once in two years.
21/08/2019 , Liffy Thomas
Illustration: Sebastian Francis
Training programmes should be outcome-driven. So, a mechanism to assess the impact of a training programme should be built into it.
Jacob Jesuroon, head - People Function, Access Healthcare, points out that the assessment should be taken step-by-step, and he illustrates the idea with one of the training systems followed at his company.
Step one: The immediate response to a training programme.
When a training programme has been completed, feedback is sought from the participating employees about the trainer, training content and training environment.
Step two: The effectiveness of a training programme is gauged from how much it has improved workaday behaviour. “So, after the training is done, we have 30 days of on-the job coaching, which is essentially about observing the extent of behaviour and capability improvement of employees.
Wherever necessary, the trainer works with the participants to ensure that lessons taught during the training are reiterated,” says Jesuroon.
If the trainer had identified any specific need for the employee, 45 days of personalised coaching is provided to them. Following this, they are issued a certificate.
Jesuroon says, “It takes time to exhibit competitiveness, so we measure the overall effectiveness of a training initiative at the 120th day. We are happy seeing any improvement above 20% and a continuous learning attitude,” says Jesuroon.
Outcome metrics of an effective supervisor training programme are: managing their team, providing for a productive work environment, empowering their team, and providing employees with the right career opportunities in the organisation.
Another indicator of effective supervisor programme is the happiness quotient of the team members, measured every day through an internally developed app called “Happiness Meter.”
Jesuroon says that it is the job of line managers to support the career goals of employees.
“Line managers have to ensure their team members are upskilled from time to time and are growing internally,” says Jesuroon, adding that they insist that at least 70% of the members in a team are promoted once in two years.
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