| Several business organizations are willing to shell out | | | | Several studies and industry reviews show that there |
| significant investments on trainings in order to make | | | | is an inverse relationship between training and |
| their employees more efficient. Moreover, | | | | employee turnover. This means that employees are |
| management should regularly monitor and assess if | | | | motivated to continue to work for an employer whom |
| these activities are able to achieve their objectives. | | | | they perceive to be concerned about their productivity. |
| Training is commonly defined as the acquisition of | | | | Furthermore, a directly proportional relationship exists |
| knowledge, competencies and skills. It is widely | | | | between employee development and customer |
| recognized today that for an employee to become | | | | satisfaction. Employees that are well-trained are able |
| more productive, his initial qualifications should be | | | | to address the concerns of their customers better. It is |
| maintained, improved, or updated all throughout his | | | | undeniable that many project managers and functional |
| working life through trainings. This contention led to the | | | | managers do not know the right metrics to be used to |
| emergence and popularity of professional | | | | assess the performance of their own departments. It |
| development programs launched for various | | | | is precisely for this reason that companies lose |
| occupations and professions. The concept of training is | | | | significant profit margins due to waste or defects. |
| differentiated from that of exercise since the latter has | | | | However, if the latter could be avoided, the opposite |
| a clearly defined scope and is particularly designed to | | | | would happen. Similarly, if managers of Human |
| improve a trainee's capacity, capability and | | | | Resource departments who are in charge of trainings |
| performance. The former, on the other hand, is an | | | | and professional development programs will be able to |
| irregular activity that is mostly done for fun or | | | | choose the correct performance measures, they |
| recreation. | | | | would be able to effectively address the training needs |
| Training and development within an organization may | | | | of their employees. Through these performance |
| be categorized as an on-the-job training or an | | | | indicators, managers would be able to identify which |
| off-the-job training. The former refers to that training | | | | works and which does not work in their current |
| that is done within the normal working venue. This | | | | programs. |
| training also involves the use of the actual equipment, | | | | When choosing training metrics, it is important to |
| tools, or materials. This is often done when the | | | | choose those measures that are meaningful to one's |
| purpose of the activity is to learn vocational tasks. | | | | company or business. These metrics should be able to |
| Off-the-job training, on the other hand, takes place | | | | bridge the gap between training and accepted |
| away from the normal working venue. This is often the | | | | organizational goals. Through graphs, charts and |
| kind of training organized when introducing new | | | | summary data used for presentation, it is easier to |
| concepts or ideas to trainees. Though employees may | | | | identify and analyze the strengths and limitations of |
| not be regarded as productive during the course of | | | | current training programs. This way, training |
| the training, they would be able to concentrate better | | | | investments will be justified and will add value to the |
| as the activity is done away from their normal working | | | | entire organization. |
| environment. | | | | |