Human Resources/T & D


Design a training program for listening skills,enumerating the objectives,training methods,no of employees get trained,duration of training program and its evaluation?
Properly planned training program is considered as a good training program.Give answers for acceptance or non acceptance of statement.
Is there need for setting up separate training department?how does the training department promote process of training need Identification?what role do line managers play in training need identification.
How do you decide Whether evaluation design and methodology is feasible.What steps do you take to confirm the reliability of evaluation.
All efforts towards training will result in learning and increase in potential of individual-Do you accept the statements.Give reasons for acceptance and non acceptance.
A favourable reaction to training program doesn't assure learning-comment.what are the basic needs to ensure achievement of learning objectives.
What is action research and how is it different from research.What are the assumptions underlying action research?
Why India has been slow to adopt technology for training and development.give views,How CBT/WBT is changing Indian education system?
EETS evolved due to rise in electronics and communication industry.Enumerate the changes you have felt in last years in field of communication and computers.Give examples

I  will send  the balance  asap.
1.Design a training program for listening skills,enumerating the objectives,training methods,no of employees get trained,duration of training program and its evaluation?
listening skills training  program  contents
To listen, really listen is a difficult thing to do. Frequently, we hear what someone is saying without giving it our full attention and without fully understanding what has been said.
This Listening Skills training course will give participants a range of techniques which they can use to improve their ability to listen.
Active Listening Skills Course Objectives
During this Listening Skills training course, delegates will:
•   Be able to analyse and have an increased understanding of the techniques of effective listening
•   Discuss the skills of communication and focus on the art of listening

Active Listening Skills

This Active Listening Skills training course will give participants a range of techniques which they can use to improve their ability to listen.
To listen, really listen is a difficult thing to do. Frequently, we hear what someone is saying without giving it our full attention and without fully understanding what has been said.

After this Active Listening Skills training course, delegates will:
• Be able to analyse and have an increased understanding of the techniques of effective listening
• Discuss the skills of communication and focus on the art of listening
Course Content
Self Appraisal:
• Identify a range of verbal and nonverbal factors which affect others
• Examine current work relationships and identify problem areas
• Explore and satisfy individual needs; personal barriers
Conversation Openers:
• The first impression
• The importance of the initial stages of conversation
• How a lack of listening at this stage can prove to be damaging
Passive Listening:
• The use of eyes and acknowledgement tools
• Learning to be controlled when confronted with a passive listener
• The tendency to over-compensate with unneeded phrases and words
• Holding the listener’s gaze
Acknowledgement Responses:
• Appropriate expressions and kinetics
• Paralinguistic
• Supportive acknowledgement responses
• Keeping the speaker at ease

Communication Breakdown:
• Background interference
• How misunderstandings, misconceptions and poor judgment are the probable outcome of interference
• Judgmental interference
• Critical responses
Active Listening:
• Reflective listening rephrasing pertinent points and returning them to the speaker
• Using reflective listening in conjunction with passive listening and acknowledgement responses
• The prevention of misunderstanding

Listening Skills:
• The essence of communication in listening
• Reading and understanding
• The fundamental advantage of reflective listening
Practical Application At Work:
• How to apply a listening style
• Participants agree upon methods of implementation and discuss their own strengths and weaknesses as listeners

training methods,no of employees get trained,duration of training program and its evaluation?

The course is highly interactive with useful exercises, group discussion and role play.
The  course material is designed to be interactive with discussion, formal input, syndicate exercise, demonstration and role play. It includes some fun exercises to exemplify the training, including a very practical listening and body language exercise in pairs and some fun examples to test out delegates’ listening skills
Who is this course for?
This course is for anyone who wants to improve their listening skills, from administrators and assistants through to line managers and senior managers. You may feel that you have difficulty with your focused listening, or simply that you wish to strenghten your work relationships through improved listening skills.

What is the  learning outcomes?
By the end of this course you will be able to understand the listening process in the context of facilitating effective interactions with others by identifying your barriers to listening and practicing skills and attitudes which facilitate effective listening.

You will have an increased awareness of how state-of-mind impacts the quality of listening. You will be able to identify and confirm what is going on in the other person’s world. This includes identifying their core issues, needs and concerns.

You will have an understanding of how to discern the deeper meaning behind the other person’s communication. This includes listening beyond the words for both spoken and unspoken messages.

You will have an enhanced ability to summarise the conversation and confirm next steps.
Demonstrate mastery of lesson content at levels of 70% or higher.


2.Properly planned training program is considered as a good training program.Give answers for acceptance or non acceptance of statement.
Good employee  training program means an  effective  training  and  not  a  well  planned.
EFFECTIVE Training implies enhancing the skills and knowledge of the employees for performing a specific job. Training tries to improve employees’ performance in current job and prepares them for future job. The crucial consequence of training is learning.
Objectives of EFFECTIVE  Employee Training Programmes
1.   To prepare employees to meet the varying and challenging needs of the job and organization
2.   To provide knowledge and skills to new entrants and to help them to perform their role and job well.
3.   To coach employees for more complex and higher level jobs.
4.   To educate employees new and innovative ways and techniques of performing job
Benefits of  EFFECTIVELY Trained Employees
Training is a significant tool for employee development. Training has assumed great importance because of exceptional rate of change in the internal and external organizational environment. The importance/benefits of trained personnel towards organizational development are as follows-
a.   Trained employees do not require tight control and supervision as they are well aware of how to perform a job.
b.   Trained employees can show higher performance by making optimum and best utilization of the materials, tools, equipments and other resources provided to them.
c.   Trained employees minimize wastages of resources in the organization and work both efficiently and effectively.
d.   Training makes employees more committed to an organization as the employees are provided with growth, advancement and learning opportunities.
e.   Training develops a line of proficient and skilled managers as it prepares employees for complex and higher level tasks.
f.   Trained employees adjust to the job better and there are fewer rates of absenteeism and turnover.
g.   Trained employees produce quality and quantity output.
h.   Trained employees enable the organization to face competition from rival firms.
i.   Trained employees can respond and adapt to the changing technology well.
j.   Trained employees become more proficient and, thus, their earning potential increase.
* Training makes your employees feel that they are part of your company family.
* Training programs demonstrate you are interested in your employees' professional development or skill enhancement.
* When employees realize you are investing in them, they reciprocate with loyalty.
* Ongoing training helps to create the reputation of a great place to work and results in fewer wage demands, less absenteeism, and a longer list of job applicants.
* Knowledgeable employees make fewer mistakes.
* Training instills pride in product and service.
* Training creates a knowledgeable workforce - a resource for promotion and interchangeability.

"Research has shown specific benefits that a small business receives from training and developing its workers, including:
Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and well being as they become more valuable to the firm and to society. Generally, they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals."

Effective training programs understand this and relate training materials to the actual skills your employees need to become successful. Associates must understand why they are taking the training and how it directly impacts their jobs.
Learning Objectives
Effective training programs answer your employees' question of "Why am I taking this program?" The design of every training program must begin with learning objectives. Instructional designers need to create their programs with specific objectives that their trainees must accomplish. These objectives must also relate to actual skills that your employees need to be more successful at their jobs. Trainers must also mention these objectives at the beginning of every training module. You will discover that your employees are more actively engaged and learn more when they clearly understand how training relates to their jobs.
An effective characteristic of all good training programs is active involvement for all participants. Adults need to be a part of their training, and a good training program has frequent exercises built into it. Practice sessions at the end of each training module are a good way to involve your trainees. Conduct role plays, games or small group problem-solving activities to make your students a part of their training. Vary activities from individual to small-group and large-group exercises so that every trainee has an opportunity to participate.
Opportunity to Share Experiences
Adults bring a lot of experience to your training program. Effective training programs use this experience frequently and allow ample opportunity for everyone to share their experiences. Design your training program so that new concepts can be discussed and reviewed. Adults want to add these new skills to what they have experienced in the past and build on that knowledge. For true learning to take place, trainees need time to reflect on what they have just learned and then discover how to apply it back on the job.
Make it Fun
"Learning is directly proportional to the amount of fun you have." Effective training programs make learning fun as often as possible. Allow laughter into your learning, and design games and practice opportunities that create time for the participants to enjoy what they are doing. Creative and fun activities can be designed into your training programs, and your employees will remember and apply the training long after the workshop is complete
Factors of a Good Employee Training Program

Employee training can take many forms. Here are some of the factors that most often influence the effectiveness of a program, regardless of which form it takes.
Student receptivity in employee training
You should consider the extent to which participants are open and receptive to the concepts that are covered in the training.
Do your best to communicate to all potential participants the specific learning objectives of the course and how they’ll benefit. Make sure that supervisors who’ve recommended that certain employees attend the program communicate to employees why that decision was made.
The applicability of the subject matter to employees
The success of any program hinges largely on whether participants believe that what they’re being taught has direct relevance to the day-to-day challenges they face in their jobs.
Take all reasonable steps to ensure that the workshop focuses on issues that are the most important to employees who are in the program. If you’re using an outside training provider, make sure that the instructor is aware of those issues. Arrange to have examples and exercises customized, making ideas easy to relate to.
The overall learning experience for employees
Consider how interesting or entertaining the training session is, content notwithstanding.
Bear in mind that adults aren’t as accustomed as children to the passive nature of traditional classroom learning. Training sessions should be as interactive and participant oriented as possible. The best courses use a variety of learning tools: lecture, simulation, discussion, and exercises.
Reinforcement of classroom concepts
Devise techniques to reinforce the skills learned in the seminar and apply them to the job or task at hand. Continuous learning is key in this regard. Instead of stand-alone sessions, many organizations create a training series where shorter sessions are conducted over a few months’ time, during which participants handle projects in between sessions and assignments.
This approach is particularly effective for emerging leaders or high-potential talent. Individuals are more likely to retain, apply, and improve if they learn through a series of activities and experiences.
Ask seminar participants to create follow-up plans during or at the end of a session. Alternatively, trainers can create a follow-up plan and send it to participants’ managers with a request to integrate certain aspects of training into the job, if feasible. Class participants also can form a community postsession, sharing ways they’ve successfully applied what they learned in training courses in their day-to-day jobs.
For a company to succeed in today's rapidly changing and competitive marketplace, it must increase workforce productivity and optimize organization-wide talent. With rapidly changing skill sets and job requirements, this becomes an even more difficult challenge for organizations.
A "best-in-class" Employee Training System enables HR organizations to create, deliver, measure and evaluate corporate learning programs to create a high-performing workforce. It enables you to:
•   Drive employee performance to new levels: Dramatically impacting your business' bottom line.
•   Tie learning to various HR activities: Engage employees with development opportunities, such as performance tracking, career development and succession planning.
•   Tightly link learning initiatives with key business operations: Increase revenue, customer satisfaction and overall results.
Developing an effective employee training program is vital to the long-term success of any business. Training programs provide multiple benefits for employees and the company, but only if they are carefully planned and properly implemented. Clear understanding of policies, job functions, goals and company philosophy lead to increased motivation, morale and productivity for employees, and higher profits for your business. Training is a means to a specific end, so keeping goals in mind during the development and implementation stages of your training program will assist in creating a clearly defined and effective program.
Define Needs And Goals
Step 1
Define the needs of your company by identifying weak areas where training would prove beneficial. Examples may include how to use machinery, office equipment or a process (hard skills), or time management, conflict resolution, harassment or company policies (soft skills).
Step 2
Define short- and long-term goals of the company, and identify possible training to meet those goals. Examples may include increasing productivity, enhancing customer service or improving employee relations.
Step 3
Develop individual training modules based on your defined needs and goals. Trainings may be purchased from training companies, or developed by a member of your staff educated in employee training.
Identifying Employees And Planning
Step 1
Plan your training by identifying individuals or groups likely to benefit. Some training modules, such as those covering company policies and time management for instance, should be given to all employees. Skill-based training, such as how to use a piece of equipment or perform a specific job duty, may only benefit employees whose jobs are directly impacted by such knowledge.
Step 2
Create a spreadsheet with each employee's name on the left column, and individual training modules across the top row. Use color-coded boxes next to the employee names under the training modules the employee is required to take. As the trainings take place, the trainer will place a date in the colored boxes indicating that the employee has fulfilled the training requirement. This sheet is called a \"training matrix,\" and is a useful and necessary tool for tracking purposes.
Step 3
Plan a regular training schedule that will satisfy training needs within a specified time-frame. Getting all current employees trained will take time, so plan your trainings during slow periods or after business-hours to avoid undue work disruptions. Business owners must recognize that training is an investment in the future of the business, so training costs and down time are to be expected.
Step 1
Implement training modules in the order of importance. If customer service or time management are major issues, roll out those trainings first.
Step 2
Use a professional trainer or experienced employee whenever possible. The trainer's interaction with the audience and presentation of the material is a major factor in training effectiveness.
Step 3
Use multi-media tools. Professional training organizations use slide-shows, white boards and videos in addition to written material. Quizzes, Q&A sessions, games or role-playing are sometimes incorporated to keep participants involved.
Step 4
Create an employee feedback form to rate the training and collect comments and opinions as to the training session's perceived effectiveness. The most effective training modules and programs are those improved or altered when needed, and participant feedback must be taken seriously to grow the program and gauge its impact.
Step 5
Make training a part of every new employee's orientation going forward. You'll probably play a lot of catch-up with current employees, but new hires are prime candidates for training during their first days on the job.
There are many ways that you can break up training sessions and keep trainees attentive and involved, including:
•   Quizzes. For long, complicated training, stop periodically to administer brief quizzes on information presented to that point. You can also begin sessions with a prequiz and let participants know there will also be a follow-up quiz. Trainees will stay engaged in order to improve their prequiz scores on the final quiz. Further motivate participants by offering awards to the highest scorers or the most improved scores.
•   Small group discussions. Break the participants down into small groups and give them case studies or work situations to discuss or solve. This is a good way for knowledgeable veteran employees to pass on their experience to newer employees.
•   Case studies. Adults tend to bring a problem-oriented way of thinking to workplace training. Case studies are an excellent way to capitalize on this type of adult learning. By analyzing real job-related situations, employees can learn how to handle similar situations. They can also see how various elements of a job work together to create problems as well as solutions.
•   Active summaries. Create small groups and have them choose a leader. Ask them to summarize the lecture’s major points and have each team leader present the summaries to the class. Read aloud a prewritten summary and compare this with participants’ impressions.
•   Q & A sessions. Informal question-and-answer sessions are most effective with small groups and for updating skills rather than teaching new skills. For example, some changes in departmental procedure might easily be handled by a short explanation by the supervisor, followed by a question-and-answer period and a discussion period.
•   Question cards. During the lecture, ask participants to write questions on the subject matter. Collect them and conduct a quiz/review session.
•   Role-playing. By assuming roles and acting out situations that might occur in the workplace, employees learn how to handle various situations before they face them on the job. Role-playing is an excellent training technique for many interpersonal skills, such as customer service, interviewing, and supervising.
•   Participant control. Create a subject menu of what will be covered. Ask participants to review it and pick items they want to know more about. Call on a participant to identify his or her choice. Cover that topic and move on to the next participant.
•   Demonstrations. Whenever possible, bring tools or equipment that are part of the training topic and demonstrate the steps being taught or the processes being adopted.
•   Other activities.
o   Create a personal action plan
o   Raise arguments to issues in the lecture
o   Paraphrase important or complex points in the lecture
•   Interactive sessions keep trainees engaged in the training, which makes them more receptive to the new information.
•   They make training more fun and enjoyable.
•   They provide ways for veteran employees to pass on knowledge and experience to newer employees.
•   They can provide in-session feedback to trainers on how well trainees are learning.
 Employee training is the responsibility of the organization. Employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that supports the growth and development needs of the individual employee.
For employee training and development to be successful, management should:
•   Provide a well-crafted job description - it is the foundation upon which employee training and development activities are built
•   Provide training required by employees to meet the basic competencies for the job. This is usually the supervisor's responsibility
•   Develop a good understanding of the knowledge, skills and abilities that the organization will need in the future. What are the long-term goals of the organization and what are the implications of these goals for employee development? Share this knowledge with staff
•   Look for learning opportunities in every-day activity. Was there an incident with a client that everyone could learn from? Is there a new government report with implications for the organization?
•   Explain the employee development process and encourage staff to develop individual development plans
•   Support staff when they identify learning activities that make them an asset to your organization both now and in the future
For employee development to be a success, the individual employee should:
•   Look for learning opportunities in everyday activities
•   Identify goals and activities for development and prepare an individual development plan

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Leo Lingham


human resource management, human resource planning, strategic planning in resource, management development, training, business coaching, management training, coaching, counseling, recruitment, selection, performance management.


18 years of managerial working exercise which covers business planning , strategic planning, marketing, sales management,
management service, organization development


24 years of management consulting which includes business planning, corporate planning, strategic planning, business development, product management, human resource management/ development,training,
business coaching, etc

Principal---BESTBUSICON Pty Ltd



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