Training Evaluation Paper Essay Example | Topics and Well Written Essays - 750 words

Training Evaluation Paper - Essay Example ded outcomes are higher productivity, improved quality of work, improved communication across horizontal and vertical lines, higher worker morale, greater job satisfaction, increased output and sales, reduced turnover, reduced scrap rate, and lower absenteeism etc. In order to determine these outcomes in our evaluation, we intend to measure the effectiveness of the program both before and after the training. We will allow a certain time elapse after the training program in order for the results to be achieved. Also, our evaluation design does not only cater to over optimistic results, because one of the most important factors of our evaluation is to find out how, if at all, the training program could be improved. In the first level of our evaluation design, we will record the participants’ reaction to the overall program immediately after the training program, by using instruments such as a questionnaire with both open-ended and closed-ended items (including rating scales etc.) in order to determine whether or not participants have a positive attitude towards all components and sub-components of the program. From this we would be able to evaluate the most important strengths and weaknesses of the program. We will respect the confidentiality of participants’ responses by keeping our instruments anonymous; this would produce more honest answers. Level two of our design is more imperative to our evaluation design. In this, we will gauge the learning of participants. We will match their learning outcomes with the trainer’s learning objectives mentioned in the beginning of the program. The assessment will be done across three areas, namely: knowledge, skills, and attitudes. For example, if the training program is on computer systems, we will evaluate after the training program whether the participants know the difference between Windows 95 and Windows ME (knowledge); whether they can upload a new operating system to a computer (skill); and whether their

Environment Case Information Technology Coursework

Environment Case Information Technology - Coursework Example Technology is catching up with humanity. Microsoft (2010) studied a business model called the hybrid organisation. It is a company designed to maximize their human resources through smart design of buildings, adopt a flexible approach to where work gets done, seek long-term goals rather than fill in short-term scorecards, and reject (or at least question) outmoded practices such as rigorous groups and roles. The findings indicate that the organisation is best positioned to take whatever the economy and other external stimuli had to throw at them. The case of Hydro-Quebec’s radical IT management change in the last two decades is reflective of such case. More out of necessity, rather than choice, it restructured its IT Management to adapt to the new government rules and customer demands. Fortunately for them, they did it early and they did it successfully. Not only were they able to retain their leadership, they were also able to stay ahead of any threat in all its core business es. IT Management is highly affected by internal and external factors but the two are often hard to segregate. Bullish Globalization Globalization refers to the increased integration and fusion of economy and society between countries that result to a better flow of international finance. By opening up markets, organizations get access to a variety of business products and services which allows them to have superior competitive position with lower operating costs, to gain greater numbers of products and services. The end beneficiary is supposed to be the consumers. Hydro-Quebec experienced the first blow of globalization when the U.S. electricity market was deregulated, the Federal Energy Regulation Commission (FERC) required that companies wanting to sell electricity on the American market must open theirs to American suppliers. Their leadership on the production and distribution of electricity in Quebec was threatened so they were forced to reorganize. They set up five divisions: Production, TransEnergie, Distribution, Equipement, Petrole et gaz, and Technologie et developpement industriel (Dube, Bernier, & Roy, 2007). Each division was responsible for its own profitability but they were still to work under the same company. They decided to set up Shared Services Centre (SSC), a unit responsible for the procurement and services as well as the IT department. They decided to keep 100 percent of their IT management and operations within the company. They didn’t yet see the need to go out or outsource. Their business didn’t go beyond Quebec and America anyway. Other companies didn’t have that luxury. Procter & Gamble, DuPont, Cisco Systems, ABN Amro, Unilever, Rockwell Collins, and Wyeth Pharmaceuticals are some of the companies that enjoy the benefits of globalization. While they remain a US company, their manufacturing center, clinic operation, research and development, customer service, and Business Process divisions are all in Asia (Enga rdio,2006). When labour cost is Asia is less than a twentieth of the labour cost in their home country (Bureau of Labor & Statistics, 2011), there really seems no other intelligent option but to shift operation. There will be infrastructure changes, of course, like setting up high speed connection between countries, training new people, and buying new software but even if you multiply those costs by two, you still wouldn’t come close to the efficiency you will get. Efficiency of Technology Accenture’