Analyzing - To analyze the department, job, employee’s requirement, who needs

training, what do they need to learn, estimating training cost, etc. The next step is to

develop a performance measure on the basis of which actual performance would be

evaluated.

Behavioral Application- It refers to the third method of evaluation deals with the

behavioral application of their newly acquired skills. It also involves monitoring the

changing behaviors as the skills and knowledge are applied to the tasks. Even though the

first method of training evaluation, satisfaction assessment, is sufficient in most of the

cases, but whenever the method of behavioral application is needed, it is used with the

combination of the first two.

Designing- It refers to the process of Designing and providing training to meet

identified needs. This step requires developing objectives of training, identifying the

learning steps, sequencing and structuring the contents.

Developing- This phase requires listing the activities in the training program that will

assist the participants to learn, selecting delivery method, examining the training

material and validating information to be imparted to make sure it accomplishes all the

goals and objectives.

Evaluating – Refers to the Step on which evaluating each phase so as to make sure it

has achieved its aim in terms of subsequent work performance. Making necessary

amendments to any of the previous stage in order to remedy or improve failure

practices.
Formative evaluation- It allows the trainer, or digital resource, to adapt the training

program very quickly and flexibly. By diagnosing the difficulties experienced by trainees

during training, a formative evaluation marks the starting point for remediation

strategies. In a virtual classroom, for example, digital tools mean trainees can be

questioned remotely.

Immediate evaluation - It can be complemented by a deferred evaluation a few

weeks, or even months, later. This means the trainee can be questioned about

operational aspects of the training and how well they’ve been able to put it into practice.

Implementing - Is the hardest part of the system because one wrong step can lead to

the failure of whole training program.

Instructional System Development model Training- It was made to answer the

training problems. This model is widely used now a day in the organization because it is

concerned with the training need on the job performance. Training objectives are

defined on the basis of job responsibilities and job description and on the basis of the

defined objectives individual progress is measured.

Knowledge Acquisition- It is the second level of the training evaluation and involves

the examination as the attachment of the training course to check that how much the

participants have learned from the training course. It is a fact that most of the

participants take training seriously only if they know that they are required to

demonstrate the concepts that they have learned during the training.

Measuring the Business Improvement- The primary objective of nearly all the

organizations arranging the training courses is to generate a particular business

improvement. So, it means that we can assess the success level of a training program by

the improvement made in that particular field, once the training is complete and the

participants are ready to apply their knowledge for the cause of development of the

brand.

Mission- It explains the reason of organizational existence. It identifies the position in

the community. The reason for developing a mission statement is to motivate, inspire,

and inform the employees regarding the organization. The mission statement tells how

the organization would like to be viewed by the customers, employees, and all other

stakeholders.

Return on Investment (ROI) - It deals with the training regarding costs and

returns. Costs like those of the course fee, facility fee, staff management and their wages,

time used for the training the participants and returns like the business improvement,

increased number of conversions and financial gains, both short term and long term net

gains.

Satisfaction and Participant reaction- It is the most basic measure for assessing

the success rate of any training. For the purpose, the trainer, usually, hands out a survey

at the end of the course to test the reaction of the participants.

Summative evaluation- It is a Well-known in compliance strategies for strongly

regulated fields (e.g. the pharmaceutical sector), this evaluation types allows verification

of trainee skill acquisition and may a qualification.

System model Training- It consists of five phases. It should be repeated on a regular

basis to make further improvements. The training should achieve the purpose of helping

the employees to perform their work to required standards.

Transitional model Training- It focuses on the organization as a whole. The outer

loop describes the vision, mission and values of the organization on the basis of which

training model i.e. inner loop is executed.

Values- It is the translation of vision and mission into communicable ideals. It reflects

the deeply held values of the organization and is independent of current industry

environment. For example, values may include social responsibility, excellent customer

service, etc.

Vision- It focuses on the milestones that the organization aims to achieve after the

defined point of time. A vision statement tells where the organization sees itself few

years down the line. A vision may include setting a role model, or bringing some internal

transformation, or meeting some other deadlines.

 Centro Escolar University – Malolos

College of Liberal Arts and Sciences

GLOSSARRY OF
TERMS
HUMAN RESOURCE TRAINING AND
DEVELOPMENT

Dr. Ednaliza M. Victoria

Enriquez, Andrae Marie O.