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The effectiveness of any training intervention is usually measured through formal evaluation. A popular model used is that of Fitzpatrick who identified the need for this evaluation to take place at four levels. First, the immediate reaction of the trainee to the training they have received is measured. This is usually achieved through what is known colloquially as a “happy sheet” where people rate aspects of the training experience as diverse as the knowledge of the trainer and standard of handouts to the refreshments and ambience of the room. (more…)

The Chartered Institute for Personnel and Development (CIPD) admit that it is difficult to be precise as to the amount of on-job-training that occurs in businesses due to the difficulties in defining it and because it is not always recorded. However, they cite the largest survey ever undertaken in the UK on training conducted by the training agency, Deloitte, Haskins and Sells, which indicated that approximately half of the total training delivered across all sectors consisted of on-job-training. There are several advantages to organisations and the learners of conducting training on-the-job. By its location, many of the traditional costs associated with training are not applicable, such as hiring rooms and equipment and provision of refreshments and accommodation. (more…)

The purpose of training is to impart to an individual or group of individuals either skills, knowledge, attitudes and/or behaviour. Reid et al extend this definition by saying “training is a planned process to modify attitude, knowledge or skill behaviour through learning experiences to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organisation” (more…)