The Role of a Corporate Trainer in Educating the Workforce PDF

L&D ANSWER SCRIPT
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Q1.Imagine that you are a trainer in an organization that prides itself on providing
employees with frequent opportunities for training. The president of the company has
asked you to design and deliver a training program on team skills so that employees will be
able to work in groups. He or she want you to start training the employees as soon as
possible and does not want you to spend time and money conducting a needs analysis. He/
she wants you to develop an action plan for the design and delivery of the program and
present it in one week. How will you handle the needs analysis issue and what will you
recommend? What is the purpose of a TNA? Is it always necessary?
ANS
In the preceding case, it is stated that we do not have time and cannot afford to spend money
on need analysis, so we will classify all methods based on whether or not they save time or
money.
Because either of those things is required, otherwise the entire purpose of training need
analysis is to avoid wasting time or money, you must implement one of those things before
conducting a training assessment.
Direct observation (COST SAVING METHOD)- Training managers observe employees'
working styles in a variety of work situations. This observation provides managers with
information about performance gaps. The observation includes observing the
technical methodology used to perform the job, the functional aspects of the job, and
the employee's behaviour. It provides both qualitative and quantitative feedback on
the employee's current performance.
• Interviews(COST SAVING METHOD)- It is a face-to-face discussion about how the
employee performs his or her job. It is an efficient method of gathering information
about output gaps by speaking with each employee or team. The interview can take
place in either a formal or informal setting. The interview can be conducted in person
or virtually..
• Focus groups(TIME SAVING METHOD)- It is a brainstorming process to identify skill
gaps among employees. Employees in the organisation are encouraged to talk about
and discuss ways to improve work performance. The training manager closely
observes and analyses this conversation in order to understand the organization's
training needs.
• Assessments/surveys(COST SAVING METHOD)- Surveys are a quick and easy way to
identify performance issues in a specific department. To understand the employees'
training needs, a well-designed questionnaire is distributed to them. The
questionnaire may include a mix of open-ended and closed-ended questions, as well
as ranking and projective questions. Employees are permitted to submit their
responses anonymously in order to improve the survey's credibility.
• Customer Feedback(COST SAVING METHOD)- In the majority of service industries,
performance deficiencies are identified through customer feedback. The customer's
direct feedback identifies the specific work area that requires improvement.

• Self-Assessment(TIME SAVING METHOD)- in this method employee is asked directly
whether the employee is facing any sort of anxiety or difficulty during doing their tasks
assigned to them if they do they are asked and what process do Desi you sir and
knowledge is given to them on that particular topic so anxiety or difficulty in
performing their task is discontinued.
These are a few approaches to determining employee training needs.
Let's take a look at a few training programmes that can help us teach employees and instil in
them the importance of teamwork and the ability to complete group tasks without conflict.
1. Understanding Conflicts – Sometimes in organisations, people do not realise that
there is a conflict between employees, and that conflict, if not addressed, results in a
decrease in efficiency and group disengagement, which affects the overall
performance of the organisation, so such conflicts should be addressed as soon as
possible.
2. 3rd Party Mediating Lectures – When conflicts between groups cannot be resolved by
themselves, third-party mediation techniques are used. This is the most common issue
in conflict resolution because there is never a problem with one group; there is always
a problem with the group in front of them. In such cases, an external party should be
hired to actually get both groups on track because there is always a problem with both
of them and to make them understand what the problem is and how they can resolve
it, third-party mediating lectures are required.
3. Effective Communication Techniques – When it comes to teamwork, effective
communication is critical. When you know how to communicate with the other
person, whether it is an elder or a junior, there is a professional way to communicate.
People who forget this principle are the ones who cause anxiety and problems
between two people. Research has shown that simply communicating effectively
reduces nearly 40% of conflicts between people and organisations. Great
communication and mannerisms between coworkers have been shown to be 27%
more productive than otherwise.
4. Constructive Criticism - Constructive criticism focuses on providing constructive
feedback, backed up by specific examples, to assist you in improving in some way.
Constructive criticism should be offered with good intentions and in a friendly
manner.
5. Online Courses on Team Building – Where certified courses available online for
specifically team building and other qualities. These online courses can be done
remotely and they are very much cost effective as well.
6. Group Excurses – the various group exercises that help increase dependency and trust
between groups, thereby increasing the overall efficiency of the organisation
Let us now look at the steps for successfully integrating training need analysis.

Step 1- Performance Gap Analysis: Here the current and desired operation results of the
employee performance are compared to identify the performance gaps. This performance
gaps can also be termed as the difference between the required and actual productivity of
the organization.
Step 2- Root Cause Analysis: Root cause analysis is a way to determine the basic issue behind
the performance gaps. The issues are classified into 5 categories as skill, resources, incentives,
motivation and information such as feedback. Using rood cause analysis it is identified that
which area is leading to lack of performance and which area need improvement.
Step 3- Needs Analysis: A detailed analyses is carried out to design and implement the
appropriate intervention to resolve the performance issues. Based on the categories
identified in the root cause analysis a specific need of improvement is address in this step.
This analysis includes analysis of audience of training, job analysis, task analysis, environment
analysis and cost-benefit analysis.
Step 4- Recommendations: In this step an appropriate training solution is proposed. It
identifies the right kind of training program which organization should run to improve the
overall work productivity.
Let us now examine the purpose of TNA.
The important objectives of training need analysis are :
• To ensure that the product/service requirement of customer have been met with the
help of skilled employees
• To help the organization to set appropriate goals and achieve them
• To create an appropriate performance benchmark which can be used to judge the
employee productivity
• To enable employees to evaluate their current skill sets and continuously upgrade
their knowledge to improve their performance levels
• To highlight the work quality issues in the organization and identify focus area which
need improvement.
Is TNA always required
No, a training need analysis is performed only when there is a requirement. When you notice
a sudden increase in anxiety and difficulty in performing the tasks that have been assigned to
you, it may be time to conduct a TNA.
Or, if you notice that new trends are emerging and you want your employees to be aware of
them so that they can benefit from new technology, skills, and so on, we can conduct a
training need analysis.
So, while TNA is not always required, it should be done when you notice that your employees
are lacking or when you notice new trends emerging.
Q3 a)How effective do you think Nike’s SKU e-learning program will be for employee
learning? Do you think it will reduce turnover?
ANS.

eLearning can be defined as the delivery of learning materials through various online
resources and elements. A variety of multimedia elements are used in online training
programs instead of traditional classroom components, which add to their innovation and
efficiency.
These include videos, images, audio recordings, documentaries, charts, graphics, animation,
gamification tools, and web-links. All the learners require is a digital device with an internet
connection to access these resources remotely, and participate in live, interactive sessions
and receive real-time feedback.
Surely, Nike’s SKU e-learning program will bring a positive change in its employees as:
Availability and Accessibility
The training materials can be uploaded onto online learning platforms such as Nike’s SKU to
be accessed at any time. This allows the employees to still take the training if they happen to
be busy. Employees with hectic work schedules have the advantage of accessing these
trainings at a time that is convenient for them.
E-learning is consistent.
In face-to-face sessions, every instructor has his or her own method of teaching. Each varies
in approach and style and is susceptible to mistakes. These issues aren’t faced with e-learning.
Online learning provides consistent and standardized training every time. Each learner goes
through the same experience regardless of when and where he or she takes the course
E-learning offers personalization.
Each learner has unique preferences and learning goals. E-learning makes it possible to cater
to individual needs. It allows learners to choose their learning path and navigate at their own
pace. When they decide what to learn and when, they remain invested in the course
Training Can Be Taken Any Number Of Times
Unlike traditional methods of conducting training, with e-learning employees can access the
content an unlimited number of times. In traditional form of training, if employees cannot
attend the training or , then they suffer from lack of skills which leads to changing of jobs.
Quick Delivery Of Lessons
With the help of using interactive software for training which involves gamification of training
lessons helps employees to learn the lessons quickly without feeling any burden or without
getting bores which eventually enhances their skill and untimely provides them job
satisfaction.
Keeping all of these points in mind we can draw a conclusion that if the employees are
provided training in such a way were organisation uses LMS and other software to deliver
training which are employee friendly and interactive, employees tend to learn new skills
quickly which help them in performing their job efficiently and effectively which ultimately
reduces employee turnover and increases job satisfaction

b) How should the SKU program be designed to be most effective for learning and
retention? Should other retailers design similar e-learning programs?
ANS
There are certain steps that should be followed in order to deliver an effective training
program:
Conducting a needs analysis:
• This analysis can range from a simple interview to broader, more in-depth data
collection methods that include looking at past training, desired results and the
current state of your workforce.
• The results of this analysis become trainer’s plan for design and what they hope to get
their learners to achieve because now they know what employees actually need.
• Know the audience: This involves asses their tech savviness and their command over
the preferred language chosen to deliver the training.
Content Analysis:
• Once it is determined why training is needed and who the audience is, it’s time to
analyze the content.
• Trainer has to take the problem defined in point 1 and find information that
addresses it specifically. To do this, trainer analyze the content and break it down
into categories and types:
Categories: Declarative, Procedural and Situated.
Types: Fact, concept, process, procedure, principles, interpersonal skills, and
attitudes.
Structure: Defining these categories and types also lets us see how the information
is interconnected and how important each piece is, what category is most
prevalent, information gaps and how information should be arranged.
Learning objectives:
• Relevant learning objectives are stated that should be achieved at the end of the
training. Learning objectives are set under SMART criteria i.e Specific Measurable,
Achievable, Relevant, Time Sensitive
Defining Instructional Design Plan:
• This strategy is the process or approach by which the course is going to be developed
to engage learners. There are a variety of approaches eLearning designers can take
including storytelling, discovery learning, situational learning and several others.
Choosing Technology
• When determining what authoring tools and learning management systems should be
used,

• Certain aspects should be kept in mind like:
How many people will be accessing the program at one time? The average? The
max?
Will the course be accessed on the company’s devices or will each learner be using
their own?
Are there required applications to be installed?
Creating the Course
• Once you technology is chosen, it’s time to start designing the actual course. During
this process trainers need to keep an eye on the original objectives and problems to
ensure the course, as a whole, is geared towards solving these.
Publishing
• The training program is rolled out for the employees and they start taking the training
Evaluating the effectiveness of the training
• To determine this many use Kirkpatrick’s Four Levels of Evaluation.
• Trainers will also look at such factors as return on investment, cost, and performance.
To get the best idea of key performance indicators.
Yes other retailers should design their training program like Nike’s in order to implement
the training program efficiently and effectively which will earn positive returns fir the
company.

Q4. Many organizations do not evaluate their training programs. If you had to convince a
manager to evaluate a training program, what would you tell him/her? Why should
organizations evaluate their training programs and what should they evaluate?
ANS.
Training and development programs are essential procedures adopted by all the business
organizations for increasing their productivity and efficiency in the competitive market place.
It is also necessary for the organizations to evaluate the effectiveness of the training and
development program in improving the knowledge and skills of the employees.
There are several reasons as to why it is very important to evaluate training program that is
being conducted in the organisation, stating a few to support the point of importance of
evaluation:
1. Identifies Areas for Improvement
When we assess a training program, we can determine whether it’s producing the
outcomes the organisation wants to see. Regularly evaluating the training programs
helps organisation to identify where the training might be falling short or not engaging
learners. By addressing these areas, employees will get more out of corporate training
to improve performance.
2. Keep Learners and Trainers Accountable
Regular evaluations hold everyone accountable to the standard the company has set
for training.
3. Improve Employee Retention Rate
Individualized, quality development makes employees feel more rationally and
emotionally committed to their jobs. Additionally, training helps employees feel more
confident in their work by up-levelling their skill sets. In most cases, employees are
more inclined to stay with companies that invest in their learning and development.
Improving retention rates means saving your company from high onboarding costs.
4. Better Training = Higher ROI
This is the most important point, investing in employee training can increase profit
margins, help the organization predict future growth, and even improve stock-market
performance. Using regular evaluations methods to measure training effectiveness,
refines training methods, provides a better experience to learners, and increase ROI
as a result.
5. Checks the Cost
Evaluation ensures that the training programs are effective in improving the work
quality, employee behaviour, attitude and development of new skills within the
employee within a certain budget. Since globally companies are trying to cut their
costs without compromising upon the quality, evaluation just aims at achieving the
same with training.
6. Feedback to the Trainer / Training

Evaluation also acts as a feedback to the trainer or the facilitator and the entire
training process. Since evaluation accesses individuals at the level of their work, it gets
easier to understand the loopholes of the training and the changes required in the
training methodology.
In order to gain insight about what is that should be evaluated in a training model we can use
The Kirkpatrick's model which helps in determining at which level the organisation want to
assess the training.
The Kirkpatrick' model evaluates the effectiveness of the training at four different levels with
each level building on the previous level(s). All four levels of evaluation have their own
elements, significance, benefits, and challenges.
The four levels of evaluation are:
Level 1: Reaction
The first level of criteria is “reaction,”
which measures whether learners find
the training engaging, favourable, and
relevant to their jobs. This level is most
commonly assessed by an after-training
survey (often referred to as a “smile
sheet”) that asks students to rate their
experience.
Level 2: Learning
Level 2 focuses on measuring what your
trainees have and haven't learned. In the New World version of the tool, Level 2 also
measures what they think they'll be able to do differently as a result, how confident they are
that they can do it, and how motivated they are to make changes.
Level 3: Behaviour
One of the most crucial steps in the Kirkpatrick Model, Level 3 measures whether participants
were truly impacted by the learning and if they’re applying what they learn. Assessing
behavioural changes makes it possible to know not only whether the skills were understood,
but if it's logistically possible to use the skills in the workplace.
Level 4: Results
At this level, we analyse the final results of your training. This includes outcomes that the
organization have decided are good for business and good for team members, and which
demonstrate a good return on investment (ROI).
Evaluation needs to start with level one, after which as time and resources will allow,
should proceed in order through levels two, three, and four. Data from all of the previous
levels can be used as a foundation for the following levels’ analysis and understand training
results better. As a result, each subsequent level provides an even more accurate

measurement of the usefulness of the training course, allows organizations to readjust
plans and correct course throughout the learning process.
Q5 Sears designed a training program to improve tool and hardware sales. The two-hour
program involved distance learning and was broadcast from the Sears training facility to
fifty
salespersons at ten store locations in the Unites States. The sales person was paid $15 per
hour.
The program involved training salespeople how to set up merchandise displays so they
attract
buyers’ attention. Sales of tools and merchandise at the ten stores included in the program
averaged $5,000 per week before the program and $6,500 per week after the program.
Program
costs included :
Instructor $ 10,000
Distance learning (satellite space rental) 5,000
Materials ( $100 per trainee @ 50 trainees 5000
Trainees salaries and benefits ( 50 trainees with wages of $15 per hour
in a 2-hour training program)
1,500
What is the ROI from this program?
ANS
Given Information
Total No. of Salesmen 50
No. of Stores 10
Salary paid to Salesmen per hour $15
Revenue Generated (Given) Amount
Sales after training $6,500
Sales before training (-) $5,000
Additional revenue per week $1,500
Additional revenue per year (1500 * 52) $78,000
considering 52 weeks in a year
Cost incurred in training (given) Amount
Instructor fee $10,000
Distance learning (+) $5,000
Materials (+) $5,000

Trainees salary and benefits (+) $1,500
Total $21,500
Net benefit annually $56,500
(additional revenue - cost incurred in training)
Return on Investment (Annual) 262.79%
(Net benefit / Total cost incurred) * 100
The annual return on investment is 262.79%
Assumptions:
• Training cost is incurred annually
• ROI is calculated for the year