Two HR professionals on why internal training programmes should have a built-in mechanism to access their effectiveness
‘A training programme is just the beginning, and not the end’
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.
Bridging the gap between learning and performance
Reliance Nippon Life Asset Management Limited runs what it calls ‘CEOs Club’, a talent pool development programme that is aimed at grooming future leaders internally.
As part of this programme, every two years, 50 top-performing employees from the 300 locations of the company are selected for a two-year programme.
This elite group is taken through various developmental initiatives and mentored by the top leadership. They also get cross-functional exposure and opportunity to work on live projects.
So, learning and performance are seamlessly woven together.
“This year’s, KPI (Key Performance Indicator) for sales team was developed by members of the CEO Club themselves,” says Rajesh Derhgawen, chief human resources officer, Reliance Nippon Life Asset Management Limited.
Career progression is another factor that determines the success of development programmes. “From the last three batches, we have had 18 regional heads and five fund managers. Besides, national positions have been filled by talent from the CEOs Club,” says Derhgawen, adding that 50% of key roles got filled this way in the last financial year.
Besides savings for the company, this internal talent development programme helps identify leaders who understand the culture of the organisation very well and can therefore be effective from day one onwards, says Derhgawen.
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