Dear all,
Before the closure of the training programs, companies circulate feedback forms. Earlier, hard copies of the forms were circulated, but nowadays e-forms are circulated. Regardless of the mode of feedback, I have observed that the method and questions in the form have remained the same.
My comments on the points for which ratings are taken from the participants are as follows:
a) The course structure should be decided in consultation with the Head of Department (HOD) of the participants or other relevant authorities like the Director or Managing Director. Asking participants about the course structure may not be appropriate as they may not have the expertise to decide on it.
b) Course contents should be based on the needs of the organization. Authorities from HR, Training Department, or the functional head should be consulted to ensure the course contents meet the organization's needs. Therefore, rating this aspect may not be necessary.
c) Should a training program be organized if it does not meet the requirements of the current job? This question questions the effectiveness of organizing training programs that do not align with job requirements.
d) The HOD or Director/MD should be aware of the participants' level of knowledge. Organizing a training program that does not offer participants new learning opportunities may not be beneficial.
Employee training is conducted to:
- Reduce costs
- Decrease resource consumption
- Improve process turnaround time
- Impact specific ratios
Based on the goal statement, the trainer/faculty should design the course structure. Feedback may or may not be taken after the training program, but a measurement should be conducted after some time to assess if the program's goals were achieved.
Thank you.
[Your Name]
From India, Bangalore
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8211Before the closure of the training programs, companies circulate feedback forms. Earlier, hard copies of the forms were circulated, but nowadays e-forms are circulated. Regardless of the mode of feedback, I have observed that the method and questions in the form have remained the same.
My comments on the points for which ratings are taken from the participants are as follows:
a) The course structure should be decided in consultation with the Head of Department (HOD) of the participants or other relevant authorities like the Director or Managing Director. Asking participants about the course structure may not be appropriate as they may not have the expertise to decide on it.
b) Course contents should be based on the needs of the organization. Authorities from HR, Training Department, or the functional head should be consulted to ensure the course contents meet the organization's needs. Therefore, rating this aspect may not be necessary.
c) Should a training program be organized if it does not meet the requirements of the current job? This question questions the effectiveness of organizing training programs that do not align with job requirements.
d) The HOD or Director/MD should be aware of the participants' level of knowledge. Organizing a training program that does not offer participants new learning opportunities may not be beneficial.
Employee training is conducted to:
- Reduce costs
- Decrease resource consumption
- Improve process turnaround time
- Impact specific ratios
Based on the goal statement, the trainer/faculty should design the course structure. Feedback may or may not be taken after the training program, but a measurement should be conducted after some time to assess if the program's goals were achieved.
Thank you.
[Your Name]
From India, Bangalore
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Yes, the "happy sheets" at the end of a course have always intrigued me. Quite a lot of them for courses I have done over the years were abysmal, to say the least. Others, of course, were designed solely to get the answers they wanted, not the truth!
When I was running training courses, I was constrained by what the company employing me wanted, and I had no say in the matter. Sometimes if there was no feedback form, I would initiate a short discussion with a few prompting questions. That seemed to elicit more honest feedback, and trainees found it easier to talk about it rather than have to write something down.
People are reluctant to criticize or make adverse comments, but in my view, we need to know those things so we can tailor our training style to meet the needs of our trainees. We are paid to impart new skills or reinforce existing ones, and we fail if a trainee leaves our training room not knowing much more than they did when they walked in the door that morning.
From Australia, Melbourne
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When I was running training courses, I was constrained by what the company employing me wanted, and I had no say in the matter. Sometimes if there was no feedback form, I would initiate a short discussion with a few prompting questions. That seemed to elicit more honest feedback, and trainees found it easier to talk about it rather than have to write something down.
People are reluctant to criticize or make adverse comments, but in my view, we need to know those things so we can tailor our training style to meet the needs of our trainees. We are paid to impart new skills or reinforce existing ones, and we fail if a trainee leaves our training room not knowing much more than they did when they walked in the door that morning.
From Australia, Melbourne
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