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Human Resources Management

What is Performance appraisal?
A performance appraisal is a formal management system to evaluate the quality of an individual’s performance in an organization.


What is a competency?
Competencies are behaviour patterns, based on acquired knowledge, skills and attitudes, which a person needs to bring to a job in order to carry out certain key tasks with competence.


Interviewing primer
Interviews are one of the most effective selection methods,99% of companies use Interviews, they are so common because they fulfill a psychological need to meet and see a person who might one day join the company.


Types of interviews
There are different types of interviews, each providing quite specific types of information, this article gives an overview of the major,most common types of interviews :


Effective Interviewing questions
There is no doubt that interviewing is all about asking questions. Asking the right questions is crucial to make a fair evaluation of your candidate. If you ask the right questions, you will be able to uncover what you are looking for in a candidate.


Evaluating Resumes
If it was based only on resumes then probably most of your candidates are perfect for the job and your predicament would be choosing the best. but back to reality, we all know the real world doesn't work that way, anyone can write an impressive resume but is it all factual ?


Ending interviews professionally
This article gives you a process to follow to end the interview in a professional manner and also give the candidate some feedback, and a chance to ask questions as well as letting them know what happens next.


Evaluating Interview results
It's Highly recommended to start your evaluation of the interview right away after the employee leaves while everything is still fresh in your mind. Find out more about properly evaluating interview results.


Orienting new employees
Do you remember how was your first day at work? unfamiliar people, policies and procedures, The experience is exciting but can also be confusing and challenging.


Biggest Interviewing mistakes
A list of the most common pitfals and mistakes of conducting interviews.


The employee selection process
This article outlines the common steps of the selection process followed by most companies when hiring new employees and taking them on board.


Job analysis/description/specification
A clear textbook definition of job analysis, job description and job specification to clear out the confusion.


Career Development plans
Sometimes you can get where you want to go in business—if you’re lucky. But, more often, it takes a plan, and effective career development requires well thought out and executed plans.

 

Professional Selling Skills

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Professional Selling Skills (Click to read more)

Many sales people fall into the trap of talking too much. They just can't wait to tell customers all about the features or benefits their product/service will bring or how great their company is.

price: $ 199.95  $ 179.95

 


Using Internal Vs External Trainers
It is difficult to generalise about how it is worth it for companies to develop their own internal team of trainers to carry the burden of developing and training employees versus the use of professional external trainers.


Measuring Training ROI for sales and service staff
First we must clearly point out that measuring ROI of training is usually not an easy task to do or to measure accurately. Financial results for individual employees, teams and departments are measurable, but how these were influenced by the training alone is the difficult bit.


Kirkpatrick's 4 levels of training evaluation model
A brief explanation of Kirkpatrick's 4 levels of training evaluation

Kirkpatrick's Four levels of training evaluation Model

kirkpartrick- training evaluation

The four levels of Kirkpatrick's evaluation model of training essentially measures:

Reaction of student - what they thought and felt about the training usually done through evaluation forms (Happy sheets)

Learning - the resulting increase in knowledge or capability. 

Behaviour - extent of behaviour and capability improvement and implementation/application

Results - the effects on the business or environment resulting from the trainee's performance. 

All these measures are recommended for a full and meaningful evaluation of learning in organizations, although their application broadly increases in complexity, and usually cost, through the levels from level 1- 4.

Level Objective of Measurement Tools or techniques Comments
Level 1 : Reaction ( and planned action ) Participant's reaction to and satisfaction with the content and delivery of training Evaluation forms or action plans for implementing new knowledge Subjective but has some usefulness
Level 2 : Learning Skills, Knowledge or attitude changes as a result of training program Tests via paper and pencil or computerized format. Tests must be assessed for validity and reliability
Level 3 : Behavior Changes in behavior on the job as a result of training Performance reviews and observations Assumptions is that if the skills are applied, results will follow.
Level 4 : Results - Business Impact Impact of training on business activities and processes. Cost Reduction, productivity increases,improved quality, reduced labor hours,decreased production/processing time,..etc. Critical tasks are isolating the effects of training and capturing appropriate data.
Return on Investment (ROI) Compares the costs of the training program with monetary results and is usually expressed as a percentage Detailed, comprehensive data collection and analysis of costs & benefits accounting expertise helpful. Time Value of money is a factor. The most comprehensive and objective evaluation technique, but the process can be very costly and time consuming.

First we must clearly point out that measuring ROI of training is usually not an easy task to do or to measure accurately. Financial results for individual employees, teams and departments are measurable, but how these were influenced by the training alone is the difficult bit. But still to try and get an accurate picture as possible of the impact of training, we can get a bit creative here. We would need to involve the target group's management team and look at different ways of measuring return on investment and training effectiveness. here several approaches can be combined; some objective and measurable and some subjective and a matter of opinion.

The overall issue is how much did we invest and did we get a good return on that investment. We need to define what return we are looking for. Is it increased sales, profits, staff retention, team morale, conversion rates, customer satisfaction? Once we have defined the return we are looking for, we can look at ways of measuring the impact of the training. Overall, it is essential to make sure we are measuring not only the progress of performance improvement but also the ROI of the training. Some suggestions for measurement include:

 

conflict resolution training package

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Conflict Resolution (Click to read more)

Conflict is inevitable, we've all had them and probably will have them in the future. This two day conflict resolution training program will teach you or help you teach others how to more confidently deal.

price: $ 199.95  $ 179.95

 

There are 4 Main areas where training effectiveness can be evaluated in a sales and service working environment:

 
1. Performance. The best way to measure performance is usually utilising the current KPI measurements of revenue, sales, customer satisfaction and quality, we would suggest taking a review of the scorecard performance measures and assessing the impact on these aspects of the training. In particular these should focus on the following:

1. Customer retention and repeat business
2. Lifetime value of a customer
3. Revenue and Sales (particularly including upselling and cross-selling of products)
4. Sales and revenue at an individual level
5. increase in sales or any other promotions during the period or directly following the training
6. The sales mix - measurement are sales staff selling the right mix (High value and low value items as well) additional products etc
7. Key sales trend analysis – e.g. increase in sales of a specific product or service at all staff and market levels
8. Estimate the cost of sending each participant to the training and add this cost or multiples of this cost to their sales target this can be done on an individual, team or departmental basis
9. Ask participants what they thought about the training. Subjective feedback against agreed criteria.

2. Behaviours.  In most soft skills training development programs a lot of  focus is placed on changing the behaviours of managers, team leaders and front liners, and this should also be reflected.  However if no behavioural measures are in place and have not been measured prior to the training, it may be difficult to assess the impact. These measures would typically be assessed by means of a staff and / or customer survey to assess the change. 


3. Staff satisfaction.  By engaging more with staff and focussing on improving their energy, motivation, capability, skills and attitude there should definitely be an improvement in staff satisfaction and engagement across the board. This should also effect a reduction in staff stress levels across all levels. Again, not only should the program measure sickness, attrition and absence, but the program could also conduct a staff engagement survey to give in-depth behavioural assessments and determine what feelings have changed since the development initiative began. Obviously it would be beneficial to have conducted a staff survey before the training program began so if there is any data on this it would be helpful. Also the ENPS(Employees Net promoter score) should have improved.

4. Customers.  Customer satisfaction levels should very quickly show a definite improvement where training has taken place and hopefully the training program will have a “before and after” measure to assess the impact directly. Ideally these should also be measured for each customer group at each Departmet.

Using Internal Vs External Trainers

internalVS-externaltrainers

It is difficult to generalise about how it is worth it for companies to develop their own internal team of trainers to carry the burden of developing and training employees versus the use of professional external trainers and training companies, however in many organizations internal trainers are more used to giving product or systems training rather than behavioural or sales or customer service training for example which is a different discipline. In general obviously the main benefits for using internal trainers are cost (as long as they are being utilised fully) and their knowledge of the organisation, policies and procedures.

However, in general it is natural for internal trainers, if they’ve been with the organisation for some time, to become in a sense institutionalised, in that they often have some pre-conceived ideas of what is possible and what’s not within the confines of the organisation, so can be overly cautious in driving change and can fall into the trap of “doing things the way they’ve always been done” rather than pushing the boundaries and driving major “out of the box” thinking and training. 


In general it is widely believed that it’s always a good idea to inject outside training on a regular basis, particularly for major changes or specialised training such as Sales, Customer service, leadership and other soft skills development programs. External trainers also have to keep up to date with new methods, new industry standards and new methods of delivery which means you’re getting the most up to date thought and processes in training delivery.  Also an outside trainer will bring experience from different organisations, different markets and different disciplines which usually has a great benefit.  Also in most cases, an external trainer will have a greater impact on the delegates as they are seen as experts in the field rather than the person who gave them systems or products and services training last week.


Internal trainers also may be unable to commit due to their other duties. Consequently the pool of trainers is not stable and their experience is not consistent. It is often the case that new trainers are added and old trainers disappear along the way and this does not provide stability or guarantee a certain level of skill for the team of internal trainers.

 

Negotiation skills training course package

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Negotiating for Results

Negotiating is a part of everyday life. We negotiate in our work, with our friends, and even our family members. In this two day class, participants will learn what negotiation is and how to get the most from their personal negotiations.

price: $ 199.95  $ 179.95

 

Additionally, communication between internal trainers and participants is often a one way communication, which turns the training session into more of a lecture than a training session where healthy interaction, discussion and transfer of knowledge and skills take place.


And finally, trainers can often be presented with underlying complaints or issues (about a process or about a particular manager) which can be dealt with in the classroom in a dispassionate way by an external trainer rather than an internal trainer who may not be able to handle it as well. 

 

Pro's of using internal trainers   Con's of using internal trainers
-Cost saving (As long as they are fully utilized) -In general it is natural for internal trainers, if they’ve been with the organisation for some time, to become in a sense institutionalised.
-They may often have some pre-conceived ideas of what is possible and what’s not within the confines of the organisation, so can be overly cautious in driving change and can fall into the trap of “doing things the way they’ve always been done” rather than pushing the boundaries and driving major “out of the box” thinking and training. 
- Knowledge of Company's Policies and procedures -Unlike external trainers, many internal trainers do not have easy access to new methodologies and ideas in training.
- Ability to provide real life examples that trainees can easily relate to -Many of them are unable to keep up with new industry trends or what is happening in other organizations and bring in this type of experience into the training room.
  -External trainers are seen as expert consultants in their fields and may therefore have greater impact on participants
  -Internal trainers also may be unable to commit due to their other duties. Consequently the pool of trainers is not stable and their experience is not consistent. It is often the case that new trainers are added and old trainers disappear along the way and this does not provide stability or guarantee a certain level of skill of the group of internal trainers.
  -Trainers can often be presented with underlying complaints or issues which can be dealt with in the classroom in a dispassionate way by an external trainer rather than an internal trainer who may not be able to handle it as well.

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