To answer that, we must look at the total organization and determine the numbers of people whose major contribution is training or developing others. We will
The best strategy is to obtain benchmarking data for companies similar to yours.Many industry trade associations collect and distribute such data. The American Society for Training and Development (ASTD) produces several annual reports and offers a free benchmarking service to companies that provide data for their database. The Saratoga Institute also publishes a great deal of statistical data on training and development.
Such data are useful only as "benchmarks" and must be augmented with reliable signals from the top of the organization. This is just one more reason why the T&D manager needs to be—and actually is—increasingly close to the people who make the major planning decisions. By both physical and organizational proximity,the T&D or the Human Resource Director is indeed one of the strategic planners.
But broad, sweeping plans and policies are ultimately validated and carried out through details, one step at a time. The discovery of a performance problem, current or imminent because of new programs, is the first moment the T&D manager is certain about the volume of work the T&D specialists will face. As a result, flexibility in staff size is highly desirable.
The variation between "highs" and "lows" isn't devastating. There is more than one way for the T&D staff to absorb the fluctuation:
These people also learn a great deal about when to train and how to do it well; they are thus rich resources as strong allies in other parts of the organization. Each of these is a useful option—but the best way to avoid unexpected peaks in workload is (repeat!) for the T&D manager to be in constant communication with the chief executives of the organization. This permits an early warning system that not only protects the T&D department against surprises but also allows the T&Manager to counsel the executives about the real human resource costs of contemplated policy changes and programs.
The initial question from most T&D managers is, "What will it cost to run the department?" That can't be answered until an estimate is made about how many performance problems deserve solving. Not always, but usually, the basis for deciding whether a performance problem is worth solving is the cost effectiveness. For this reason, the most pervasive budgeting question the T&D manager asks is,"What will it cost this organization to keep employees performing at standard?"
A good specific question is this: "What is this performance problem costing us?" The answers to that question are not always easy to discover—but they are usually there. Let's look at the process for getting the answers.
Training and Development Related Interview Questions
|HR Management Interview Questions||Recruitment Interview Questions|
|Content Writer Interview Questions||HR Interview Questions|
|Content Marketing Interview Questions||Taleo Recruiting Interview Questions|
|Performance Management Interview Questions||Hr Coordinator Interview Questions|
|Performance Appraisal Interview Questions||Recruitment and Selection Interview Questions|
|Hr Admin Interview Questions|
Training And Development Tutorial
The Need For Training And Development Departments
Function And Role Of T&d Managers
The T&d Department And The Organizational Structure
Identifying Training Needs
Responding To Individual Training Needs
Training Isn't Always The Solution
How Do People Learn?
Enhancing Transfer Of Learning
Training And Development Budgets
Measuring Training And Development
Assessing The Results Of The Training Programs
Selecting And Retaining The T&d Staff
Does Employee Development Pay Off?
All rights reserved © 2018 Wisdom IT Services India Pvt. Ltd
Wisdomjobs.com is one of the best job search sites in India.