Dear HR Professionals
Last year I received numerous calls for more technical HR specific interventions.
It was a great year to see that HR is gaining strength year on year.
More importantly HR people themselves are owning and are self driven.
Interventions related to competencies, benchmarking, best practices with respect to company culture, need to train employees, how HR can be linked to Finance were some key areas on which we researched last year.
Our open workshops gathered a good feedback. Some of workshops included
1. Pre appraisal interviewing
2. ROI on Training
3. Appraisal and KRA setting
4. Compensation and Benefits
To begin with I want to detail the process of ROI on Training
The first step to begin with the ROI process is being mentally prepared for it. ROI cannot be implemented in isolation, it has to be imbibed as a part of culture and there is where HR plays a key role. Once this is implemented as a part of culture then, everything falls in place.
The next step is deciding "the objective: of any training programme". Many a times executives tell us that we want to conduct leadership programme - situational leadership programme. When we counter question them as to what is the outcome and how are they financially going to measure they are puzzled as they themselves seem lost.
They further mention it is a part of their KRA to conduct a training on Situational Leadership and so they are in the process of looking for a good Trainer.
Thats one major reason why training is not taken seriously by the management. As HR professionals fail to quantify HR training. I do agree that there will be intangibles but of course they can be taken care off; only when we are clear on the objectives and our training process is transparent and measurable.
About the Training Process Later...
Till then work on the training objecetives
Last year I received numerous calls for more technical HR specific interventions.
It was a great year to see that HR is gaining strength year on year.
More importantly HR people themselves are owning and are self driven.
Interventions related to competencies, benchmarking, best practices with respect to company culture, need to train employees, how HR can be linked to Finance were some key areas on which we researched last year.
Our open workshops gathered a good feedback. Some of workshops included
1. Pre appraisal interviewing
2. ROI on Training
3. Appraisal and KRA setting
4. Compensation and Benefits
The first step to begin with the ROI process is being mentally prepared for it. ROI cannot be implemented in isolation, it has to be imbibed as a part of culture and there is where HR plays a key role. Once this is implemented as a part of culture then, everything falls in place.
The next step is deciding "the objective: of any training programme". Many a times executives tell us that we want to conduct leadership programme - situational leadership programme. When we counter question them as to what is the outcome and how are they financially going to measure they are puzzled as they themselves seem lost.
They further mention it is a part of their KRA to conduct a training on Situational Leadership and so they are in the process of looking for a good Trainer.
Thats one major reason why training is not taken seriously by the management. As HR professionals fail to quantify HR training. I do agree that there will be intangibles but of course they can be taken care off; only when we are clear on the objectives and our training process is transparent and measurable.
About the Training Process Later...
Till then work on the training objecetives
