Chat with us, powered by LiveChat BA 411 Week 7 Assignment "Training Audit" Case Study 7 Training Audit 1. Read the following Case Study. Recreate Exhibit 9.1 on pages 205 and 206 in a Word Document. Answer those questions in regard to this case study. Before the Employee Training In a Mid-Western university, the Director of Human Resource Development (HRD) created a new employee training series for supervisory staff members. She began the needs assessment process with focus groups that included both prospective participants and supervisors to identify the key skills and ideas needed from the training. She consulted with outside experts to determine employee training content. She observed employee training programs and met with other university HRD Directors to compare notes before developing the employee training. She formed a university-wide advisory committee to review and assist with the employee training design and delivery. Then, working with internal and external training and development vendors, she developed the objective-based employee training sessions. Managers of trainees are required to attend an initial meeting which introduces the employee training session content. These meetings also teach participants the role of the manager in supporting the training efforts. Gradually, more and more managers are attending the complete training as well. During the Employee Training She piloted sessions with the first couple of employee training groups in a classroom setting. Sessions were redesigned based on feedback. Trainers present relevant examples and activities during the sessions. The participants fill out multi-page evaluations that provide feedback about content, learning, and the effectiveness of the sessions. These are due within a week and not required at the end of the session so participants have time for thoughtful review. After the Employee Training Training redesign is an ongoing process based on feedback. A couple of months after the sessions, the HRD Director meets with employees who participated to assess their satisfaction and learning transfer over time. She also meets with their supervisors to assess whether the employees are applying the skills in the workplace. She is working to provide actual testing and 360 degree feedback to strengthen the training transfer component of the employee training program. | Writedemy

BA 411 Week 7 Assignment “Training Audit” Case Study 7 Training Audit 1. Read the following Case Study. Recreate Exhibit 9.1 on pages 205 and 206 in a Word Document. Answer those questions in regard to this case study. Before the Employee Training In a Mid-Western university, the Director of Human Resource Development (HRD) created a new employee training series for supervisory staff members. She began the needs assessment process with focus groups that included both prospective participants and supervisors to identify the key skills and ideas needed from the training. She consulted with outside experts to determine employee training content. She observed employee training programs and met with other university HRD Directors to compare notes before developing the employee training. She formed a university-wide advisory committee to review and assist with the employee training design and delivery. Then, working with internal and external training and development vendors, she developed the objective-based employee training sessions. Managers of trainees are required to attend an initial meeting which introduces the employee training session content. These meetings also teach participants the role of the manager in supporting the training efforts. Gradually, more and more managers are attending the complete training as well. During the Employee Training She piloted sessions with the first couple of employee training groups in a classroom setting. Sessions were redesigned based on feedback. Trainers present relevant examples and activities during the sessions. The participants fill out multi-page evaluations that provide feedback about content, learning, and the effectiveness of the sessions. These are due within a week and not required at the end of the session so participants have time for thoughtful review. After the Employee Training Training redesign is an ongoing process based on feedback. A couple of months after the sessions, the HRD Director meets with employees who participated to assess their satisfaction and learning transfer over time. She also meets with their supervisors to assess whether the employees are applying the skills in the workplace. She is working to provide actual testing and 360 degree feedback to strengthen the training transfer component of the employee training program.

12 May BA 411 Week 7 Assignment “Training Audit” Case Study 7 Training Audit 1. Read the following Case Study. Recreate Exhibit 9.1 on pages 205 and 206 in a Word Document. Answer those questions in regard to this case study. Before the Employee Training In a Mid-Western university, the Director of Human Resource Development (HRD) created a new employee training series for supervisory staff members. She began the needs assessment process with focus groups that included both prospective participants and supervisors to identify the key skills and ideas needed from the training. She consulted with outside experts to determine employee training content. She observed employee training programs and met with other university HRD Directors to compare notes before developing the employee training. She formed a university-wide advisory committee to review and assist with the employee training design and delivery. Then, working with internal and external training and development vendors, she developed the objective-based employee training sessions. Managers of trainees are required to attend an initial meeting which introduces the employee training session content. These meetings also teach participants the role of the manager in supporting the training efforts. Gradually, more and more managers are attending the complete training as well. During the Employee Training She piloted sessions with the first couple of employee training groups in a classroom setting. Sessions were redesigned based on feedback. Trainers present relevant examples and activities during the sessions. The participants fill out multi-page evaluations that provide feedback about content, learning, and the effectiveness of the sessions. These are due within a week and not required at the end of the session so participants have time for thoughtful review. After the Employee Training Training redesign is an ongoing process based on feedback. A couple of months after the sessions, the HRD Director meets with employees who participated to assess their satisfaction and learning transfer over time. She also meets with their supervisors to assess whether the employees are applying the skills in the workplace. She is working to provide actual testing and 360 degree feedback to strengthen the training transfer component of the employee training program.

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Case Study 7 Training Audit

 

1. Read the following Case Study. Recreate Exhibit 9.1 on pages 205 and 206 in a Word Document. Answer those questions in regard to this case study.

 

Before the Employee Training

 

In a Mid-Western university, the Director of Human Resource Development (HRD) created a new employee training series for supervisory staff members. She began the needs assessment process with focus groups that included both prospective participants and supervisors to identify the key skills and ideas needed from the training.

 

She consulted with outside experts to determine employee training content. She observed employee training programs and met with other university HRD Directors to compare notes before developing the employee training. She formed a university-wide advisory committee to review and assist with the employee training design and delivery.

 

Then, working with internal and external training and development vendors, she developed the objective-based employee training sessions. Managers of trainees are required to attend an initial meeting which introduces the employee training session content. These meetings also teach participants the role of the manager in supporting the training efforts. Gradually, more and more managers are attending the complete training as well.

 

During the Employee Training

 

She piloted sessions with the first couple of employee training groups in a classroom setting. Sessions were redesigned based on feedback. Trainers present relevant examples and activities during the sessions.

 

The participants fill out multi-page evaluations that provide feedback about content, learning, and the effectiveness of the sessions. These are due within a week and not required at the end of the session so participants have time for thoughtful review.

 

After the Employee Training

 

Training redesign is an ongoing process based on feedback.

 

 

 

A couple of months after the sessions, the HRD Director meets with employees who participated to assess their satisfaction and learning transfer over time. She also meets with their supervisors to assess whether the employees are applying the skills in the workplace. She is working to provide actual testing and 360 degree feedback to strengthen the training transfer component of the employee training program.

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