Employee Training Assessment At Helping Hands

This article discusses the assessment of employee training at Helping Hands organization, including the return on investment, evaluation criteria, and recommendations for improvement.

Employee Training Assessment At Helping Hands 1
HELPING HANDS EMPLOYEE TRAINING ASSESSMENT
Name
Institution
Date
Course
Tutor
City/Sate
Introduction

Employee Training Assessment At Helping Hands 2
Return on investment is a strategy which is used to determine the success or the efficiency of an
ongoing plan majorly a business one. Its aim is usually to minimize or lower risk as it looks
forward to increase the reward associated with the plan (Nemec 2018 p. 160). To know the
success of a Return on Investment (ROI), the return is divided by the by the cost of capital used
to set up the plan and the results are expressed as a percentage or in some instances as a ratio.
ROI is used in the evaluation process to determine the progress of the ongoing initiative so as to
make appropriate decisions whether to discontinue the program or not. Critical analysis of the
initiative can also be done based on ROI to ensure the resources being pulled together to
facilitate the initiative are not being wasted. This therefore helps to determine the actual outcome
of the initiative rather than deciding on an assumption basis which may lead to loss.
Mark Easterby-smith in his theory states that four aspects are involved in a training in a bid to
realize better outcomes. The need of the training has to be proved first before the decision is
made. Controlling of who will be involved and the amount of money to invest in is then
considered. Improvement of the training from the previous if at all they existed is done to break
boredome and motivate the employees. Learning is then actualized with the help of the trainers
and external bodies in the presence of the employees or learners. After the learning takes place,
Donald’s four level of evaluation framework, measures the outcomes (Srimannarayana 2017)
and effectiveness of a given learning process. The success of the training has contributed to the
decisions of William Reid the director to extent the activities from a two days event to a
compulsory eight days activity. Kirkpatricks model of assessment is then applied to measure the
outcomes in relation to the actual investment. Reaction evaluates the learning process success by
gauging the attitude of the employees towards it. The application of the acquired knowledge and

Employee Training Assessment At Helping Hands 3
skills is then considered to prove whether learning has taken place (Curado and Bernardino 2018
p.242). Behavioral changes are then gauged by identifying the various ways of response to
particular unfamiliar and technical situations that face the employee. Results or the success of
the training which is the main desire is evaluated by direct comparison of the input and the
outcome. Proper decisions and adjustments are then made concerning the fate of the training.
The outcome of the training at helping hands has been very significant since the doubling up of
the organization employees and volunteers and also evidenced by the increment of days in which
the training is conducted.
Formative and summative assessment criteria are used to determine the effectiveness of the
training. This is achieved by using Kirkpatricks evaluation. Happy sheets and informal
comments can gauge reaction towards the training (Prina 2017 p. 37). Pre and post test results,
knowledge application on the job and reports given by the seniors are normally used to assess
whether learning took place. Self evaluation and supervisors reports as well as colleague’s
reports help to assess the extent to which behavior has been changed by the training. For instance
the attitude of the employees towards their jobs at helping hands has dramatically changed as
each one appreciates what they do. Learning remains hard to evaluate since one cannot isolate a
particular achievement as a result of training. The only method that can be used is quality
inspection to compare the current effectiveness and that of the past (Perez-Soltero 2019).
According to Philips model, Training program initiation has to consider reaction of the
employees which directly implies the benefits or disadvantages of the training. This is because a
negative attitude hampers learning. Determination of learning is seen by relative behavior change
and acquisition of new skills and attitudes. The organizations reputation and profile has risen to a

Employee Training Assessment At Helping Hands 4
higher brand as a result of learning that has taken place. Application of the acquired knowledge
forms the basis that the training may or not be of importance to the employees. An appreciated
training is evident by the way the skills and knowledge gained is applied (Estrada and Connolly
2015 p. 12). The morale, cooperation and communication of the employees may be witnessed as
a result of learning that has taken place. Consistency of knowledge and behavior has inculcated
through the training is also displayed at the work environment (Fleissig 2014). Productivity and
following of uncompromised standards is also enhanced an aspect that helps in time management
since all tasks are handled efficiently. The outcomes will then bring about improvement in the
operations of the organization as it is evident in helping hands by employment of another lot
which is equivalent to the existing. Employees turnover has greatly been reduced (Percival,
Cozzarin and Formaneck 2013) since most of them are settled down and each one is working in
their own area of jurisdiction without disturbance.
Cost of training is considered because the organization hires a trainer to come in a day to train
the employees. As the training is in progress all the other activities are at a standstill meaning
there is no income at all (Subramanian, Sinha and Gupta 2012 p. 32). At the same time the
employee’s salary will still be paid regardless of the number of days they are on training. This
aspects impacts on the finance of the organization negatively since it is purely expenditure time.
Learning and development metric should also be put into consideration because the possibility of
employees listening and not learning is high. Trainers may also facilitate failure of employees
learning since some may lack adequate training skills to affect the employees (Chochard and
Davoine 2011 p. 229). Since learning is difficult to measure, it is therefore difficult to come to
the bottom line and give evidence as a result of training.

Employee Training Assessment At Helping Hands 5
Acquisition of competency and skills is looked at because no specific person’s area of
jurisdiction is dwelled on and all its challenges sorted out due to lack of enough time and
inadequate resources. This therefore means due to differences that people have in the skills
acquisition process some may totally fail to acquire the required competence.
Adherence to human relations is important because companies rely on man power to function
and operate. Negative inappropriate vices against human rights (Rowden 2015) are kept at bay.
A (UNHCHR 2017) survey on sexual harassment at work shows that 43% of men and 81% of
women go through sexual harassment annually. This implies that proper human relations should
be inculcated to employees to eradicate such a vice. Conflicts also emerge all the time as a result
of mistakes which can lead to fights, injuries or even death an aspect that prompt human resource
manager to invest on employees training. Ethics are also passed on during such trainings to
ensure morals and discipline is upheld for the benefit of the organization (Bartel 2012 p. 502).
Having been stated that 45% of the outlined rules and regulations (Karade and Tripathy 2015)
are always overlooked hence posing danger on the organizations activities. Communication is a
vital tool in the success of any given organization. Given that 91% of challenges facing
organizations have their root cause on lack of communication, these training programs helps to
breakdown this barrier that continuously poses a threat on the success of the organization
(Subramanian, Sinha and Gupta 2012 p. 32). The importance of communication is taught in
details in these forums such that even the smallest decisions are officially communicated to all
the stakeholders to minimize chances of blames and accusations.
An organization appreciates diversity by offering employment opportunities to individuals from
different races, tribes and religions. If the employees for instance fail to appreciate and accept

Employee Training Assessment At Helping Hands 6
each other as unique and differently gifted, misunderstandings will be inevitable (Dutton 2016 p.
34). This means that in these instances diversity appreciation is considered a major discussion
since 83% of people working together (Perez-Soltero 2019) and have different religions
background are always in constant misunderstanding. Customer services should be a priority in
the operations of an organization. Failure to understand this, which is estimated that 61% of
employees (Nemec 2018) ignore customer’s needs will definitely lead to losing customers and
paralyzing all the activities of the organization. This is therefore eradicated in training programs
by instilling to the employees that customer service should come as the first priority no matter
the circumstances. Customers either stick to an organization or look for alternatives (Sørensen
2015 p. 17). This is brought about by quality issues in the organizations dealings. Compromised
quality deteriorates the operations of any organization which when no interventions are made,
closure can be the end product. Quality keeps customers hence at all cost it should never be
compromised.
It is important that the training should be allowed to continue in helping hands. This is because
the training has set on pace the growth of the organization. The growth of the number of
employees to over 200 people and volunteers to 300 is a remarkable contribution of the training.
Most of the volunteers who may later be dissolved as the organizations employees may really
need this training since some of them lack excellent academic qualities but their passion (Karade
and Tripathy 2015) to serve fellow human beings prompts them to volunteer. Though the cost
might be high, it can’t be compared with the final outcomes in the organization though not
clearly measurable. Mr. Patrick the newly appointed CEO should first understand the nature of

Employee Training Assessment At Helping Hands 7
the organizations operations rather than rubbishing the works of his predecessor who has got a
wider view of the operations.
Recommendations
Helping hands organization trainings should be allowed to continue for the betterment of the
organizations operations. The number of days in which the training is undertaken should be
added to 14 continuous days at the beginning of each financial year so as to make the necessary
preparations and capture the activity in the budget because it will facilitate growth. The
employees should venture in to support this training since besides benefitting the company, they
are the first beneficiaries. This can be done by requesting each of them to accept half pay of their
salaries at this time when the training is conducted or be allowed to contribute a specific amount
of money. Proper evaluation measures can be introduced to help ensure that the outcomes of the
training are tangible and evident to the authorities.
Conclusion
Return on investment is a widely employed strategy which is used to determine the outcome of
an investment. Training programs which are offered to employees considered part of investment
since funds are injected into the service with an aim of getting profit associated with the
knowledge acquired. Helping hands training has led to a tremendous growth of the organization.
In these training sessions human relation is inculcated to the employees whom then make it
possible for them to value each other and cooperate at work. Quality as well as customer care
which are vital elements for the success of the organization are raised. Communication is
encouraged however small the decision might appear.

Employee Training Assessment At Helping Hands 8
References
Bartel, A. P. (2012) ‘Measuring the Employer’s Return on Investments in Training: Evidence
from the Literature’, Industrial Relations, 39(3), p. 502. doi: 10.1111/0019-8676.00178.
Chochard, Y. and Davoine, E. (2011) ‘Variables influencing the return on investment in
management training programs: a utility analysis of 10 Swiss cases’, International Journal of
Training & Development, 15(3), pp. 225–243. doi: 10.1111/j.1468-2419.2011.00379.x.
Curado, C. and Bernardino, G. (2018) ‘Training programs’ return on investment in the
Portuguese railway company: a fuzzy‐set Qualitative Comparative Analysis’, International
Journal of Training & Development, 22(4), pp. 239–255. doi: 10.1111/ijtd.12136.
Dutton, G. (2016) ‘The Roi of Virtual Training’, Training, 53(5), pp. 34–36. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=120355712&site=ehost-live
(Accessed: 10 April 2019).
Estrada, T. and Connolly, S. (2015) ‘ROI of Leadership Training at National Cancer Institute’,
Workforce Solutions Review, 6(6), pp. 10–13. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=111482395&site=ehost-live
(Accessed: 10 April 2019).
Fleissig, A. (2014) ‘Return on Investment from Training Programs and Intensive Services’,
Atlantic Economic Journal, 42(1), pp. 39–51. doi: 10.1007/s11293-013-9394-y.

Employee Training Assessment At Helping Hands 9
Karade, M. M. and Tripathy, L. K. (2015) ‘Case on ROI of Training and Development at Rose
System’, Khoj Journal of Indian Management Research & Practices, pp. 92–102. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=123825162&site=ehost-live
(Accessed: 10 April 2019).
Nemec, P. B. (2018) ‘Is there a return on investment for training?’, Psychiatric Rehabilitation
Journal, 41(2), pp. 160–162. doi: 10.1037/prj0000293.
Percival, J. C., Cozzarin, B. P. and Formaneck, S. D. (2013) ‘Return on investment for
workplace training: the Canadian experience’, International Journal of Training & Development,
17(1), pp. 20–32. doi: 10.1111/ijtd.12002.
Perez-Soltero, A.(2019) ‘Knowledge Transfer in Training Processes: Towards an Integrative
Evaluation Model’, IUP Journal of Knowledge Management, 17(1), pp. 7–40. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=134815179&site=ehost-live
(Accessed: 10 April 2019).
Prina, D. (2017) ‘Empowering the Workforce Through Training: An Investment Return’, SMT:
Surface Mount Technology, 32(8), pp. 32–38. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=124507771&site=ehost-live
(Accessed: 10 April 2019).
Rowden, R. W. (2015) ‘Exploring Methods to Evaluate the Return on Investment from
Training’, American Business Review, 19(1), p. 6. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4084108&site=ehost-live
(Accessed: 10 April 2019).

Employee Training Assessment At Helping Hands 10
Rowden, R. W. (2015) ‘Exploring Methods to Evaluate the Return-on-Investment from
Training’, Business Forum, 27(1), pp. 31–36. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=18635963&site=ehost-live
(Accessed: 10 April 2019).
Sørensen, S. E. (2015) ‘Comprehensive Return on Investment Evaluation System for Local Self-
Government Training in Bosnia and Herzegovina. Case: Project Cycle Management Course’,
Performance Improvement, 54(1), pp. 14–27. doi: 10.1002/pfi.21449.
Srimannarayana, M. (2017) ‘From Reactions to Return on Investment: A Study on Training
Evaluation Practices’, Indian Journal of Industrial Relations, 53(1), pp. 1–20. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=127280791&site=ehost-live
(Accessed: 10 April 2019).
Subramanian, K. S., Sinha, V. and Gupta, P. D. (2012) ‘A Study on Return on Investment of
Training Programme in a Government Enterprise in India’, Vikalpa: The Journal for Decision
Makers, 37(1), pp. 31–48. Available at: http://search.ebscohost.com/login.aspx?
direct=true&db=buh&AN=74181469&site=ehost-live (Accessed: 10 April 2019).