Microsoft Word - APAM-2 4.1.doc

Figure 8.1 Systematic training

4. Planning and designing the training. This involves deciding on how and when the
   training will be delivered, setting budgets, deciding on training objectives, writing
   the content and designing evaluation methods.


5. Implementing the training. This is usually a joint activity involving both training
   specialists and their line management colleagues who may have the required spe-
   cialist knowledge.


6. Evaluation: This involves reviewing the outcomes of training and feeding these re-
   sults back into the planning process.

Some organisations carry out many specialised activities, which require extensive train-
ing, and others respond to specific training needs on an ad hoc basis. The majority of
organisations see training as an essential activity and have a positive training and devel-
opment policy.

Types and approaches to training and development

There are many different ways of delivering training. When a training need is identified,
one of the most important decisions to make is how the training will be delivered. There
are a number of different decisions one needs to make, and can be done by answering
the following questions:

• Which type of training would be most effective with this target group and the
  subject to be trained?


• Which of the different types of training can we afford?
  Each approach you choose will have advantages and disadvantages (Gomez-Mejia et al.
  2007). It is the task of the human resource managers in collaboration with the particular
  functional manager(s) to decide on the best approach from an available list.

Corporate strategy

Training needs analysis

Identification of learning

requirements

Planning for training

Evaluate

Implement training