In recent years, the introduction of online employee training programs as part of human resource management (HRM) strategies, has created a new channel of knowledge sharing. While in-house training still contributes substantial value to internal operations in organisations of all sizes, the innovation of simulation environments has accelerated knowledge inculcation and sharing.









Photo Source: Flickr Angela Thomas

Developing a Training Plan

Objective Identification. When companies look to HRM training specialists to provide up-to-date curricula, the process begins with identification of organisational training requirements. Requirements may be based on operational policy, production requirements, market demand, or the introduction of new technologies on the job. The use of SMART (specific, measurable, agreed, realistic and time-limited) objectives offers organisations a relevant starting point for mapping the training strategy. Employee involvement in the identification and prioritisation of SMART objectives, enables an organisation to draw on valuable insights, as well as instil equity in the final decision. Including employees also documents the nature of onsite talent availed to a training scenario, reducing expenses related to consultancy.

Methodology. Development of an effective employee HRM training plan now demands the latest training methodologies and assessment models be included. The recognition that data driven strategies now serve the dual goals of profitability and performance, supports investment in new forms of training. Targeting gaps identified during a feasibility study in the interest of better training programmes, opens the door for both professional growth, and reduction of risk in a workplace setting. Hence, the credibility of the ‘learning organisation’ extends beyond knowledge sharing and professionalisation of a company, placing impact on loss at the centre of the plan.

Assessment. Assessment remains one of the most challenging elements of training plans. When organisations implement a new HRM training plan, actionable objectives to be achieved during instruction, should be followed-up by evaluation to ensure that performance will result in productivity. Benchmark performance measures establish a baseline for improvement. By monitoring results to training, an organisation has historical data at its disposal for generating forecast of future performance goals and objectives in real time. What comes out of training programs is largely a knowledge sharing compendium, yet lessons learned during training scenarios are invaluable in the sense that they offer insight into competencies and areas of risk.

Training Opportunities

Evidence based practice research on the HRM planning process shows that program effectiveness is often the result of hands-on learning. Mentoring and Job shadowing involves the training of new employees by existing, senior employees. Working toward the goal of full productivity, senior employees use coaching methods to encourage and train new talent. A popular model of HRM training program implementation, senior employees offer expertise and ongoing monitoring and assistance to new professionals on a team. Guidance and improvements important to the ongoing sustainability of the organisation can be most adequately met through the mentor or job shadowing process.












Photo Source: Flickr Dirk Tussing

Senior employee oversight of a department, project, or program also ensures that operations run risk free. In studies of HRM training simulations, the exceptional value added by senior employees in a training scenario is shown to lead to marked improvements in organisational capacity that would otherwise be ignored. Obstacles, enquiries, and conflicts all engaged during a training simulation create the conditions for lessons learned. Future reference to those insights can be significant where organisational growth is concerned.

Finally, external training at conferences, lectures, workshops and education forums offers organisations, and their employees, vast opportunity for professional advancement. Knowledge sharing of fresh ideas and new best practices models sets the stage for problem solving and future innovation.

Author Bio: Mark Partridge is the Director of Training Course Experts (TCE) in Perth Western Australia. TCE is a Registered Training Organisation and specialises in forklift training, senior first aid training and more.

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