Training and development of Human Resource in

Packages Group of Industries

 Date
5th July,2020
Course title
Management of Organization
Teacher’s name
Dr. Warda Gull

Submitted by
Abdul Rehman (S2020052005)
Ahtisham Shoukat (S2020275008)
Ammara (S2020******)
Nazia Bashir (S2020298006)
Syed Musa (S2020052008)
Zari munir (S2020052010)

Table of Content

PAGE 2
s 1
Acknowledgement:...........................................................................................................................6
Abstract:............................................................................................................................................6
Objective:..........................................................................................................................................6
Introduction:.....................................................................................................................................7
Training:............................................................................................................................................7
Development:...................................................................................................................................8
Role of training and development in an organization:...................................................................9
New hire orientation........................................................................................................................9
Tackle shortcomings........................................................................................................................9
Improvement in performance..........................................................................................................9
Employee satisfaction.....................................................................................................................10
Increased productivity....................................................................................................................10
Importance of Training and Development.....................................................................................11
Training and development methods..............................................................................................11
Classroom method..........................................................................................................................11
Group discussion method:..............................................................................................................12
Case study method:.........................................................................................................................12
Coaching:.........................................................................................................................................12
Mentoring:......................................................................................................................................13
Workshops:.....................................................................................................................................13
Simulations:....................................................................................................................................13
Conferences:....................................................................................................................................13
On-the-job development:...............................................................................................................14
Training and development programs in Packages Limited..........................................................14
In-house Trainings:........................................................................................................................14
CPBM (Certificate Program in Business Management):...............................................................15
A LUMS/ PACKAGES partnership program.................................................................................15
Care and growth:.............................................................................................................................16
Leadership Care and Growth Model..............................................................................................16
Literature Review:..........................................................................................................................16
Case Study Narrative......................................................................................................................17
Introduction....................................................................................................................................17
Case Overview.................................................................................................................................17

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Case Details.....................................................................................................................................18
Designing The Training Program for Managers (Appraisers)......................................................18
Needs Analysis:...............................................................................................................................18
Specialized knowledge:...................................................................................................................19
Experience:.....................................................................................................................................19
Cost:.................................................................................................................................................19
Context:...........................................................................................................................................19
Flexibility:.......................................................................................................................................19
Designing the Training:..................................................................................................................19
Training Delivery:..........................................................................................................................20
Evaluation of the Training Program: The Trainer’s Perspective..................................................20
Evaluation of the Training Program: The Managers’ Perspective................................................21
Qualitative feedback was also offered:...........................................................................................21
Designing The Training Program for Appraisees:........................................................................22
Needs Analysis:..............................................................................................................................22
Training Delivery:..........................................................................................................................22
Training Program Evaluation:.......................................................................................................22
Conclusions.....................................................................................................................................23
Sample Training Program Schedules............................................................................................23
Program 1. Manager/Appraiser Training Program......................................................................23
Suggested Timing for Each Session Segment...............................................................................23
Total Time: 2 hours........................................................................................................................23
Program 2. Appraisee Training Program......................................................................................23
Suggested Timing for Each Session Segment...............................................................................23
Total Time: 2 hours........................................................................................................................23
TRAINING EVALUATION FORM................................................................................................24
Appraisee Training Program Agenda: Performance Management..............................................25
Session Introduction (led by Trainer)...........................................................................................25
Introduction to Performance Management..................................................................................25
(Interactive presentation led by Trainer)......................................................................................25
Review of the new system (lecture by Trainer).............................................................................25
Role-Play Activity...........................................................................................................................26
Communication Skills....................................................................................................................26
How to make the most out of your performance management review?......................................26

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Bibliography....................................................................................................................................27

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Acknowledgement:
We have taken efforts in this project ‘Training and development of Human Resource in Packages Group
of Industries’. With the special blessing of ALLAH ALMIGHTY this project consumed special work,
research and dedication. Still, implementation would not have been possible if we did not have a support
of many individuals and organization. Therefore, we would like to extend our sincere gratitude to all of
them. First of all we are thankful to our honorable instructor of Management of Organization, Dr.
Warda Gull who guided us for the completion of the final project. Then we are highly indebted to
Packages Group of Industries for their guidance and constant supervision as well as for providing
necessary information regarding the project & also for their support in completing the project.

Abstract:
Training and development is one of the key HR functions. Most organizations look at training and
development as an essential part of the human resource development activity. The turn of the century
has seen increased specialize in an equivalent in organizations globally. Many organizations have
authorized training hours per year for employees keeping in thought the fact that technology is
deskilling the employees at a very fast rate. Packages Limited has built a reputation for managing its
business with honesty, in agreement with high standards of ethical behavior and training and
development of Human Resource in acceptance with the laws and regulations that govern the business.
This reputation lies among most valuable assets and ultimately depends upon the individual actions of
each of their employees all over the country. Packages Limited has always given a strong importance on
trainings for their employees as this was the practice in the past. HR has acquired access to over a 100
training programs and modules with license. These are available to the entire Packages Group via the
Lead internal trainer.

Objective:
For any organization it is important to keep productivity at its peak to get new customers for business.
Since even a small disturbance can take the business to the edge of huge losses. Moreover, it is
important for organizations to maximize the productivity of its workers and to reduce the cost of
production, to tackle with the hugely growing competition in the target market. So, that’s where the
training comes as a rescuer of the company, jumps in the scenario and takes it out of the dangers
bravely. Training takes the current abilities of the workers of a brand, polishes it and makes them learn
and plan new and effective methods of doing the same thing, in a repeated manner. In other words, the

PAGE 6
training can give business, a completely new look if it is done in a proper manner. So, the main objective
of our project is to shed light on different training methods practiced in an organization.

Introduction:
Training:
Training is the process for providing required skills to
the employee for doing the job effectively and
skillfully. Training of employees isn't continuous, but
it's periodical and given in specified time. Generally
training is given by an expert or professional in related
field or job. Training is required at every stage of work
and for everyone. To keep employees updated with the
fast-changing technologies, concepts, values and
environment, training plays a vital role. Training programs also are necessary in any organization for
improving the standard of labor of the workers in the least levels. It is also required when an individual
is moved from one assignment to another and of a different nature. It aims at providing the vision of the
concept, need and methods of training, also areas of evaluation of training, reskilling and dimensions of
organizational l earning. It is basically a process of learning a sequence of programmed behavior. It is
the application of knowledge to make people aware of rules & procedures to guide their behavior. It
brings about positive change in the knowledge, skills & attitudes of employees. Training is investment
in getting more and better-quality work from your employees.

Since training involves time, effort & money by an organization, so an organization should be very
careful while designing a training program. The objectives and need for training should be clearly
recognized & the method or type of training should be chosen according to the needs and objectives
established. Once this is done correctly, an organization should take a feedback on the training program
from the trainees in the form of a structured survey so as to know whether the amount & time invested
on training has turned into an investment or it was a total outflow for an organization. Technically
training involves change in attitude, skills or knowledge of a person with the resulting improvement in
the behavior. Effective training has to be a planned activity directed after a systematic need analysis and
target at positive skills, most important it is to be conducted in a learning atmosphere.

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Development:
Most of the time training is confused with development, both are different in certain respects yet
components of the same system. Development implies opportunities created to help employees grow. It
is more of long term or innovative in nature as compare to training, which focus on the current job. It
also is not limited to the job avenues in the current organization but may focus on other development
characteristics also.

Many organizations choose certain employees favorably for programs to develop them for future
positions. This is done based on current attitude, skills and abilities, knowledge and performance of the
employee. Most of the leadership programs tend to be of this nature with a vision of creating and
promoting leaders for tomorrow. So, the main difference between training and development is that
training focuses often on the present employee needs or ability gaps while development concerns itself
with preparing people for future tasks and responsibilities.

For the foremost part, the terms "training" and "development" are used together to clarify the overall
improvement and education of an organization's employees. However, while closely related, there are
important differences between the terms that specialize in the scope of the appliance. Generally, training
programs have very specific and assessable goals, like operating a particular piece of machinery,
understanding a specific process, or performing certain procedures with care. Developmental programs,
on the alternative hand, consider broader skills that are applicable to a broader kind of situations, like
deciding, leadership skills, and goal setting.

Role of training and development in an organization:

PAGE 8
In a fast-changing corporate world, training and
development is a crucial function. Training and
development is one of the lowermost things on
the priority list of most companies. When it's
organized, it is often at the perseverance of the
human resources department. There is, however,
massive value in organizing proper training and
development sessions for employees. Training
allows employees to learn new skills, improve
existing ones, perform better, increase
productivity and be better leaders. Since a
company is the sum of what employees aquire individually, organizations should do everything in their
power to make them ensure that they are their peak.

Here are a few reasons that show the importance of training and development:

New hire orientation

Training is especially important for new employees. This can be one by someone within the company
and serve as a platform to take new employees up to speed with the process of the company and find any
skill gaps. New employee orientation is the process you use for welcoming a new employee into your
organization. The goal of new employee orientation is to help the new employee feel welcomed,
integrated into the organization, and performing the new job successfully as quickly as possible.

Tackle shortcomings
Every individual has some shortcomings, training and development helps employees to figure them out.
For example, at Rate Gain we have divided the entire headcount in some groups to provide focused
training which is related to those groups - sales training, first time managers, middle management, senior
leadership, executive leadership.

Improvement in performance
If shortcomings and weaknesses are figured out, it is understandable that an employee's performance
improves. Training and development, however, also goes on to increase your strengths and obtain new

PAGE 9
skill sets. It is significant for a company to break down the training and development needs to target
relevant individuals. When the manager gains this deeper knowledge, he or she can better understand
how the values of the employee align with the company's mission, and the ways in which the worker
feels most connected with the organization. When trust, connection and value alignment are established,
both parties benefit. The employee is more likely to be engaged and professionally fulfilled, and a lot
less likely to become a difficult or problem employee.

Employee satisfaction
A company that invests in training and development generally have a tendency to satisfy employees.
However, the exercise must be relevant to the employees and one from which they can learn and take
back something. It will be useless if training and development become boring and dull, and employees
attend it only because they have to. As a company, we focus on industry specific training and send many
employees for international seminars and conferences that can be valuable to them. Employee attitudes
typically reflect the moral of the company. In areas of customer service and sales, happy employees are
extremely important because they represent the company to the public. Satisfaction, however, is not
linked solely to compensation. Sure, a raise or benefits will probably improve employee contentment, at
least temporarily, but small, inexpensive changes can have a long-term impact.

Increased productivity
In a fast-evolving landscape, productivity is not only dependent on employees, but also on the
technology they use. Training and development helps in getting employees up to date with new
technology, use existing ones better and then remove the outdated ones. This goes a long way in getting
things done competently and in the most productive way. Remember that it’s equally as important to
make short-term and long-term lists as it is to priorities tasks.

Is there a better way that staff members could structure their day to enable them to achieve their daily
goals? Provide each member of staff with a plan and encourage each to make a list to ensure he or she
completes prioritized jobs on time and stays on task all day, resulting in efficient working.

Encourage employees to turn off their mobiles but take regular breaks during which they can be free to
check their phones. This will ensure that the time spent at their desk is more productive.

High-quality, modern programs and equipment make a massive difference not only to the workforce but
also to how your company is perceived.

PAGE 10
Do your employees need an incentive to stay on track? Help them by offering goals that are achievable.
Provide clear direction to supervisors and employees to help clarify expectations. This will help to
increase their productivity, as they will have a clear focus and clear goals.

Importance of Training and Development

Training and development play vital role in any company or organization. This includes decision
making, thinking creatively and managing people. Training and development is so important because it:

 Help in addressing employee weaknesses

 Improvement in worker performance
 Consistency in duty performance
 Ensuring worker satisfaction
 Increased productivity
 Improved quality of service and products
 Reduced cost
 Reduction in supervision.

Training and development methods

Classroom method
This is the most commonly used, simple, cost effective and traditional method. it's timesaving because it
covers maximum number of individuals during a short period of your time. It involves a speech by the
trainer with very limited discussions. Clear and direct methods of presentation. Weaknesses of this
method are that, lecture time is more than human attention duration of fifteen minutes and therefore the
contents of the lecture might be easily forgotten. Since the method doesn't provide for active
participation on the part of the trainees, the extent of take-home learning isn't to be known clearly.
Moreover, lecture could be useful as long as the presentation is formed skillfully. While lecture may be
a useful method as far as the objective is spreading knowledge, it's not been highly successful in
modifying human behavior or in building commitments within the audience’s minds. An improvisation
of this method is that the lecture-cum-demonstration method during which the lecturer reemphasizes a
skill or information by displaying the same in action.

Group discussion method:

It is a technique used to knowledge development and development of attitude of trainees. during this
method, sets of individuals examine several experimental studies to seek out common things to derive

PAGE 11
the first general principles. They then combine their ideas and focus their attention on a given problem at
a time, speaking from multiple points of view within a group. An educator is optional, while a leader is
critical during this method. The different advantages of the strategy are that more ideas may be
generated from each session. Moreover, each member gets a chance to present one’s own ideas and
obtain feedback from members of the identical group. Peer pressure and commitments made to groups
serve to confirm devotion to decisions jointly taken within the group. As a provision, care must be taken
to secure the participation of all members and ensure that some members don't pre-determine the course
of discussions or dominate the entire proceedings.

Case study method:

It is a written down, narrative description of a true situation or incident concerning a corporation and its
business, depicting any problem that participants could face in their employment. Participant trainees are
required to propose any number of viable solutions or decisions that match the variables represented
within the case. Case study are often interest creating and thought stimulating for the participants. It
helps to develop analytical, reasoning and problem-solving skills of the participants. Because it shows
and reduces gaps in understanding, a holistic understanding of reality is formed possible through case
study method. It also helps to reemphasize messages provided during lectures, group discussions and
other methods. The disadvantage of the method could be the problem in drawing adequate number of
stimulating cases that really represent the important life situations of the trainees.

Coaching:
When talking about numerous employee development methods and their benefits, we can’t stress the
importance of helping employees refine their skills through coaching. This method of skills development
typically involves senior staffers working one-on-one with less experienced individuals. This can fast-
track an employee's understanding of a spread of topics, but be mindful that this approach may be both
times consuming (taking up the assets of seasoned/valuable staff) and end in a clone-like knowledge of
the topic – as against an employee learning the topic his/her way or through input from a broad range of
coworkers and mentors.

Mentoring:
This method involves senior leaders/management taking junior staff under their wing to assist develop
important skills that the mentored individual might lack. The more formal mentoring programs are
typically used for senior executive/leadership roles, while less formal structures could be implemented

PAGE 12
amongst junior management also. As with Coaching, be mindful of the time asset, and therefore the
even narrower funnel of a one-on-one teaching model.

Workshops:
These are methods that give employees a chance to interact with peers/colleagues from within and
external to the organization. The benefit here is rich access to similar colleagues (internal) and different
colleagues (external). This broad range of input and knowledge are often useful in gaining new insights,
troubleshooting, and opening up communication on best practices. This is ideal for communication skills
and teamwork but also can be applied to anything.

Simulations:
Simulators are a group of coaching devices of varying degrees of complexity that model the important
world. they vary from simple paper mock-ups of mechanical devices to computerized creations of total
environments. In fact, some argue that case-study, role-play and a number of other methods are often
brought under the category of simulation. The advantage of simulation methods is that they improve the
possibility of learning without damaging the equipment or human life or facing the various risks
involved in actual performance. These are getting very popular because of both how engaging and
effective they have become. At its highest level, simulations can involve completely virtual worlds, like
fire rescue or flight training where employees can learn the talents required during a non-consequential
setting. This is extremely useful in taking conceptual or textbook knowledge and applying it to the
important world which provides the worker both the know-how also because the exposure and
comfortability in handling such tasks.

Conferences:
Much like workshops and committees, conferences are a useful way to network and gain exposure to a
huge knowledge domain of both interdisciplinary and out of doors industries. Specific sessions are
generally available to extend awareness and training of relevant topics, often in a pick and choose a
format which will be of interest/useful to particular subgroups within a corporation.

On-the-job development:
Employees who have attended some military training on a technical skill (whether it's in operating a
replacement machine or learning new financial analysis methods) will often find on-the-job
development an excellent method to enhance those skills. This is basically learning by doing, which is
usually done right after the training. The main goal of on-the-job development is to supply everything to

PAGE 13
the worker for self-study while at work. Employees find out how to use something or apply the methods
as they complete the assigned tasks. This is a really popular way to develop employees as companies
typically don’t have the time to coach every single employee on every single skill especially if that skill
doesn't require specific/advanced knowledge.

Training and development programs in Packages Limited

“Continuous development of the employees is at the forefront of our agenda”

According to Packages, in a rapidly changing market, they can only be ahead if we constantly invest in
updating the skills of their people. Thus, their people are exposed to a range of development
opportunities; which range from in-house initiatives to experience at prestigious universities such as
Harvard University.

Their leading learning program is the “Certificate Program in Business Management” – a LUMS
Packages partnership program which is the first of its kind in Pakistan.

In-house Trainings:
In-house training programs undertaken by Packages
Limited feature the development of training materials,
courses, valuation and supervision. In-house training does
not have to take place within the physical locations of the
organization and can take place at a training center or
conference room. Packages Limited has always given a
robust emphasis on trainings for his or her employees as
this was the practice within the past. HR has acquired access to over a 100 training programs and
modules with license. These are available to the whole Packages Group via the Lead internal trainer.

CPBM (Certificate Program in Business Management):

A LUMS/ PACKAGES partnership program
CPBM is the Flagship learning program for the Packages Group of companies. It started in 1996 and
was the first of its kind in Pakistan. It is designed as a mini MBA and its aim is to develop the top talent
in

PAGE 14
the organization for taking on wider leadership roles in the future. During the 12 months course,
executives develop:
• A business-wide perception beyond their specific area of expertise.
• Learn to appreciate and control the interlinkages among individual organizational functions.
• Develop wider perspectives and to understand growth and sustainability challenges at a more
strategic level.

Care and growth:

Leadership Care and Growth Model
As the business site is changing, a need is created to have a fresh look at the leadership model. The aim
of Leadership Care and Growth is to have a common understanding of what

PAGE 15
leadership means to the organization as a Group. Packages Group has a unique Leadership model which
is based on decades of primary research. The model has been taught at Cambridge University, applied
across a big range of organizations in 22 countries and the subject of frequent academic research.
The model guides people that how business leaders should act to seek trust and commitment.
• Challenges the traditional definition of leadership – ‘getting work done by people’. This model
flips the coin and makes people realize that the role of leadership is to ‘get people done through
work’. The focus of leadership is therefore all about people.
• Intent.
• Legitimate leadership.
• The criteria of Means, Abilities, Empowerment and Accountability.
• The relationship of Power.
• Consequences of misalignment.
• An understanding of the core issues related to willingness at the
workplace (need to work vs want to work).
Literature Review:
Kraiger (2009) highlighted multidisciplinary, multilevel, and global perspective to demonstrate that
training and development activities in work organizations can produce important benefits for each of
these stakeholders. The author also reviews the literature on needs assessment and pre-training states,
training design and delivery, training evaluation, and transfer of training to identify the conditions under
which the benefits of training and development are maximized (Kraiger, 2009).
Importance of employee development program is growing for the organizations those pursuing to
receive an advantage among competitors. Employees are esteemed resource of the organization and
success or failure of the organization relay on the performance of employees hence organizations are
financing large amount on employee training and development programs (Bashir, 2013).
Bashir (2013) highlighted that in training program it is supportive for companies to emphasis on
knowledge, expertise and ability of employees. There is substantial discussion among professionals and
researchers on the affect that development program has on both employee and organization (Bashir,
2013). Yukl (1992) strongly believe that it is very beneficial for the organizations to develop the
employee development programs. If there is a systematic training and development program for the
employees the companies will harvest its profit from the market and remain competitive in the job
market. An organized and efficient development program with supportive apparatuses will significantly

PAGE 16
assist the organizations to retain the most valued human resource, especially those who have a lot of
experience with the organization (Michael, 1983).
If organizations are capable to support all employees in meeting their requirements then both, employees
and organizations will get the long term benefits. It is also very important for the organizations to timely
evaluate the success of employee training and development program (Bashir, 2013).

Case Study Narrative

Introduction
Packages Limited administrators realized that a newly designed performance management system for
their support staff would require a formal training program. Designing and implementing the new
performance management system was a challenge for the organization; the last system was unpopular
with employees and negative feelings about the value of performance management linger.
Case Overview
Some of the issues identified with the previous performance management system included:
 Annual deadlines to complete the process were missed by many staff members.
 Some staff members were confused about what exactly needed to be completed and when.
 There were complaints that the previous system was a “waste of time” and that there were no
measurable outputs.
 A trade union representative felt the system was not appropriate for all staff members.
 Criteria on the forms were irrelevant to support staff. For example, support staff could not set
objectives in the process of complaint handling.
 There was little attention on identifying training needs, and where needs had been identified,
there was no follow-up with appropriate actions.
 Appraisals were led by HOD with little knowledge of their appraisees’ jobs.
 Performance meetings were a one-way process; often, performance goals were identified before
the meeting and without the appraisee’s input.
1. Examples of support staff jobs include: administrative positions (secretaries, administrators);
Customers support positions and strategic/management positions (HR Manager, Finance Manager,
Director of Administration, Director of information technology).
A new system was designed in consultation with all stakeholders to address the issues raised with the
previous system. organization leaders felt that a formal training program was vital to ensure all

PAGE 17
employees supported the new system. This case study demonstrates how the training was designed and
delivered and some of the complexities involved in this process.
Case Details
The case study consists of two parts:
1) Designing the Training Program for Managers (Appraisers).
2) Designing the Training Program for Appraisees.

Designing The Training Program for Managers (Appraisers).

The managers in this case study are the appraisers in the new performance management process.
In some cases, they will be teachers with no formal management qualifications. In other cases, they will
be support staff with specific management responsibilities in the organization.
Needs Analysis:
Initially, the director of administration recommended that a selection of managers complete a standard
Internet-based training program provided by an online training organization. Managers who completed
the online training would receive a certificate of achievement. Based on input from the HR Manager,
however, it was decided that a custom-designed program would be more appropriate because it would
better meet managers’ needs. A custom-designed program would also allow the organization to relate
the training back to their new performance management system and provide flexibility in the program’s
delivery.
There were a number of options available to determine who would design and deliver the program:
 The HR Manager could design and deliver the training.
 The HR Manager could design the content, and the training could be conducted by a member of
the organization’s senior management team.
 An external consultant could design and deliver the training.
 An external consultant could design the content, and the HR Manager could conduct the training.

In the end, it was decided that the HR manager would design and develop the program with support
from the senior management team, if necessary.

The reasons for this decision:

Specialized knowledge:

PAGE 18
 The HR Manager had developed the new performance management system and was therefore the
most knowledgeable person about it.
Experience:
The HR Manager was experienced in developing training programs.
Cost:
This was the least expensive option; no direct costs would be incurred.
Context:
It would be easier to include specifics about the new performance management system if the
training was designed by an internal person.
Flexibility:
The sessions could be run at the times convenient to Managers, which may have been more
difficult to accommodate with an external trainer.
From this point forward, the HR Manager is referred to as the Trainer.
Designing the Training:
A focus group was held with five Managers to find out what they wanted from the training and to assess
their concerns about Performance Management. This was a useful process. The Managers wanted to
include training in how to deal with difficult people, which otherwise may not have been included in the
program. Including this also assured Managers that their views were important and had been considered
in the program’s design.
The training would take place in-house and outside the normal workday. It was agreed that the most
appropriate method was a two-hour workshop. The workshop would include various activities geared to
develop the skills and knowledge of the participants:
 Trainer-led interactive presentations.
 Role play exercises.
 Use of a specially designed case study.
 Small-group exercises.
By developing and delivering the session in-house, training materials specific to the new Performance
Management system could be created, rather than relying on generic training materials. It was hoped
that this would facilitate the transfer from training to the workplace. The training would be mandatory
for all appraisers to ensure consistency. The trainer developed a plan for the two-hour session and
included activities that would appeal to participants of various learning styles. Appropriate resources and

PAGE 19
handouts were designed. The trainer used the organization’s generic training evaluation form (provided
at the end of this case study) to evaluate the program.
The program would include the following:
 How to develop questioning and listening skills?
 How to complete the new performance management documents?
 How to develop SMART objectives (objectives that are specific, measurable, achievable,
relevant and time-bound).
 How to help employees identify training and development opportunities?
Training Delivery:
Participants were asked to read all the documents related to the new performance management system
before the training. The session was held in a conference room with the necessary IT equipment during
working hours. Eighty percent of appraisers attended this scheduled session; the remaining 20 percent
participated in another presentation a week later.
Evaluation of the Training Program: The Trainer’s Perspective
The following is an excerpt from the trainer’s evaluation report:
Overall, I thought the session went really well. I covered all of the materials and had some good
responses.
I think most of the participants now have a good understanding of how to carry out a performance
review, but I am not entirely sure they believe there are benefits to a performance appraisal system.
I was a bit disappointed with two participants who did not actively participate in the activities. Perhaps
they thought they already knew the information.
I might have misjudged one of the communication activities. I estimated that it would take about 45
minutes, but everyone completed it in 20 minutes.
Unfortunately, I didn’t have any extra activities, so I had to stretch out the final discussion so we didn’t
finish too early.

Evaluation of the Training Program: The Managers’ Perspective

Managers were asked to provide feedback at the end of the training. Some of the results are shown
below:

PAGE 20
How would you rate the… Percentage who rated it as good/ very good

Quality of materials 78%

Knowledge of trainer 90%
Presentation skills of trainer 70%
Location of training event 50%
Duration of event 85%

Rate the following statements: Percentage who rated it as agree/ strongly agree

The session met the stated objectives 78%

I feel confident in leading performance reviews with members of my team 80%
The training methods used were appropriate 60%

Qualitative feedback was also offered:

 The trainer was very good and was clearly knowledgeable about the subject.
 I found the practical tips to be really useful.
 It was a bit annoying when the administrators kept interrupting us to pass on messages.
 It would have been easier if everyone had read the new performance management documents
before they arrived at the session.
 Some of the activities were a bit too childish – I think the trainer forgot that we are all teachers.
 Some of the handouts are really good.
 I am still not convinced that performance management is something which benefits us. It seems
like another paper exercise.

Designing The Training Program for Appraisees:

Needs Analysis:
The HR manager was assigned responsibility for this program because of the successful design and
delivery of the Manager’s training. This session was internally led, for the same reasons the Manager’s
training was internally led.

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Past experience showed that it was difficult to hold focus groups with support staff members. Instead, an
e-mail was sent to all support staff asking them what they wanted to be included in their training
program. Less than 10 percent of the support staff responded to the e-mail.
The following instructional methods were chosen for this program based on experience with previous
training programs (see “Sample Training Program Schedules”):
 Presentations by Trainer
 Practical Activities
 Role Plays
 Worksheets
Training Delivery:
The appraisees were not assigned pre-work before the training because this may have intimidated some
participants. Although details of the new Performance Management System had been shared with
appraisees in an earlier e-mail, most participants had not seen the actual documents that would be used.
The documents were distributed during the session so the trainer could guide them through and answer
any questions immediately. The session was held in a conference room, but was scheduled outside of
normal working hours (see “Appraisee Training Program Agenda”) to avoid disrupting staff during the
normal working day. To compensate for the inconvenience, attendees received overtime for the two
hours spent in the training.
Training Program Evaluation:
The trainer ran out of time during training. Consequently, no formal evaluations were submitted by
participants. The trainer thought it had been a challenging session; it had been difficult to engage the
participants. The participants had very different needs and it was difficult to accommodate them within a
two-hour session. The trainer also reported that few trainees participated in the activities or asked any
questions.

Conclusions
This case study shows that there are many issues to consider when planning, designing and delivering
training programs. It is also clear that because people have different needs and learning styles, it is
difficult to produce a program that will be rated well by everyone. In this instance, it was harder to
satisfy people because of the topic; negative experiences with the Company’s previous Performance
Management System made this training unpopular.

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Sample Training Program Schedules
Program 1. Manager/Appraiser Training Program
Suggested Timing for Each Session Segment
Total Time: 2 hours
 Introduction to session: 15 minutes
 Lecture on general communication skills: 20 minutes
 Refreshment break: 15 minutes
 Lecture on how to complete performance management documentation: 25 minutes
 Video on performance management: 30 minutes
 Questions and answers: 15 minutes

Program 2. Appraisee Training Program

Suggested Timing for Each Session Segment
Total Time: 2 hours
 Introduction to the training (includes goals and objectives): 10 minutes
 Discussion with participants about what they want to get out of the session: 5 minutes
 Lecture on why performance management is important: 10 minutes
 Case study on dealing with difficult situations (whole group discussion): 20 minutes
 Role-play on dealing with difficult situations (pairs with a third person providing feedback):
20 minutes
 Interactive presentation on SMART objectives and training needs analysis: 10 minutes
 Small group case study on setting SMART objectives and identifying training needs: 15
minutes
 Whole group discussion on how to complete performance management documentation: 15
minutes
 Introduction to additional resources, including handouts and website addresses: 10 minutes
 Session evaluation: 5 minutes

TRAINING EVALUATION FORM

Your name:

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Name of training session:
Name of trainer:
Why did you attend this training session?

Please rate the following aspects of the training:

satisfactory
Very Good

Very poor
Good

poor
Quality of materials

Knowledge of trainer

Presentation skills of trainer

Location of training event

Duration of event

Strongly

Strongly
Not sure
Agree

Agree
agree

disagree
The session met the stated objectives

The activities in the training session worked well

The training methods were appropriate

This training helped me develop my knowledge in this area

This training helped me developed my skills in this area

I now feel confident conducting performance reviews with members of my team

Rating:
On a scale of 1 to 10 with being the lowest and 10 being the highest, rate your level of knowledge before the program
1 2 3 4 5 6 7 8 9 10
On a scale of 1 to 10 with 1 being the lowest and 10 being the highest, rate your level of knowledge after the program.
1 2 3 4 5 6 7 8 9 10

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 Additional comments suggestions:

Appraisee Training Program Agenda: Performance Management

Session Introduction (led by Trainer)
 Session overview
 Goals and objectives
 Question-and-answer period for initial questions from participants
Introduction to Performance Management
(Interactive presentation led by Trainer)
 What does performance management mean?
 Why does the school have a performance management system?
 What are the benefits of performance management?
Review of the new system (lecture by Trainer)
 Practical considerations
 Who will conduct staff appraisals?
 How long will the appraisals take?
 Where will the appraisals take place?
 How far in advance will appraisees know the date for their performance review?
 What documents/evidence will you need to show your appraiser?
 Review the new documents and explain how they were designed.
 Explain how to complete the new documents.
Role-Play Activity
The group will be split into teams of three and will receive a completed performance review
preparation sheet. One person will play the appraise, one person will be the appraiser, and a third
person will observe and provide feedback.
Communication Skills
After a brief interactive presentation, the trainer will work with the groups through role-play
scenarios.
How to make the most out of your performance management review?
 Five tips for a successful performance review.
 Dealing with difficult issues.

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  Following up after your meeting.
Question-and-answer session followed by the distribution of the Performance Management documents.
Session evaluation

Bibliography
Please note that the main text for this case study is Dessler’s Human Resource Management. It is
required reading to successfully complete the case.
Books
Dessler, G. (2005). Human Resource Management. 10th edition. Prentice Hall Ivancevich, J.M. (2006).
Human Resource Management. 10th edition. McGraw-Hill.
Jehanzeb, K., & Bashir, N. A. (2013). Training and development program and its benefits to employee
and organization: A conceptual study. European Journal of business and management, 5(2).

Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams,
organizations, and society. Annual review of psychology, 60, 451-474.

Hunt, D. M., & Michael, C. (1983). Mentorship: A career training and development tool. Academy of
management Review, 8(3), 475-485.

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Tannenbaum, S. I., & Yukl, G. (1992). Training and development in work organizations. Annual review
of psychology, 43(1), 399-441.

Articles
Horwitz, F.M. (1999). The emergence of strategic training and development: the current state of play.
Journal of European Industrial Training. 23 (4/5), 180-190.
Hughey, A.W., and Mussnug, K.J. (1997). Designing effective employee training progammes. Training
for Quality. 5(2), 52-57.
Roffe, I. (1999). Innovation and creativity in organisations: a review of the implications for training and
development. Journal of European Industrial Training. 23 (4/5), 224-241.
Internet Sources
CIPD (2007). Creative Learning Methods (online). http://www.cipd.co.uk/
subjects/training/trnmthds/creatmthds (Accessed 14 August 2007). CIPD (2007). Identifying Learning
and training needs (online)
http://www.cipd.co.uk/subjects/training/trnneeds/idtlneeds.htm?IsSrchRes=1 (Accessed 15 August
2007).

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