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START-UP OF PROGRAMS - Coggle Diagram

- - - - b. Evaluation of training and development.
        In order to verify the success of a program, personnel managers must insist on the systematic evaluation of their activity.
        First, you need to establish evaluation standards, before the training process begins.
        Participants are given a pre-training exam to determine their level of knowledge.
        A post-training examination and comparison between the two results allows verifying the scope of the program.
        Facilitators are especially interested in results that refer to:
        • The reactions of the trainees to the content of the program and the general process.
        • The knowledge that has been acquired through the training process.
        • Changes in behavior resulting from the training course.
        • The results or measurable improvements for each member of the organization, such as a lower rate of turnover, accidents or absenteeism.
        
        Steps for training evaluation:
        • Evaluation standards.
        • Exam prior to the course or program.
        • Trained employees.
        • post-course exam
        • Transfer to the position.
        • Tracing.
        
        Training of international groups:
        The growing trend for organizations to have a remarkably diversified workforce in terms of nationalities will often lead to the need to deliver training courses to groups that may differ profoundly in terms of education, backgrounds, expectations, etc.
        Flexibility will always be an essential factor in these cases.
        Respect for national and cultural differences always tends to pay dividends.
- - - - Attitudes and Values Values are linked to attitudes because they serve as a way to organize them.
        Values are defined as "the constellation of likes, dislikes, points of view, conditioning factors, subjective inclinations, rational and irrational judgments, prejudices and associative models that determine the vision of the world that a person has".
      - Satisfaction and Performance at Work Most studies have not established a clear relationship between satisfaction and productivity.
        In fact, there are dissatisfied employees who have very high productivity, and, the opposite is also true, of satisfied employees with low productivity.
        Three approaches have been developed:
        • Satisfaction promotes productivity.
        • Productivity causes satisfaction.
        • Rewards intervene, without any inherent relationship.
- - - - Conducting a Critical Issue Analysis There are four main steps in conducting an issue analysis:
        • Identification of the issues;
        • Prioritization of topics;
        • Analysis of the themes; Y,
        • Synthesis of the topics.
        
        Topics can be obtained from several sources: conceptual and long-term topics, from the strategic plan; specific and short-term topics from the previous operating plan; and operational issues, current performance.
        Prioritizing Issues The next step is for the group to agree on the most important operational issues - those that are likely to have the greatest impact on the overall organization - prioritizing them and reducing them to a manageable number.
        Issue Analysis Once agreement has been reached on the most important issues, team members should develop the supporting information necessary to clearly understand the nature and scope of each critical issue.