Last time, we discussed how we can use the performance evaluation as basis for salary increases and adjustments. Now, I will be sharing with you how we align training to Performance Management.
Training is not always the answer to improve the performance of an employee. When we hire employees, we expect that somehow, they have some level of know-how and skills required for the position. Employees should have aptitude and interest on a particular job function to ensure that a specific training would improve the efficiency of an employee.
Also, training is given to employees if there are new technologies and processes in place. Some organization have standardized training programs for new employees or for the staff. These trainings are designed to ensure that the basic competency-requirements by the organization would be present from all its employees.
But there are specialized and technical trainings that we give to our employees, particularly for those whom we expect to rise up the organizational career ladder. Usually, these technical and special trainings are costly. Training exposure on best practices, and out-of-town trainings can be used as a motivational reward or incentive to employees who performed very well.
Excellent performance are usually a result of the employees' hard work, interest, dedication and commitment to his/her job. Without these, employees performance may only be at an average or may also be poor. Poor performances may also be the result of loss of interest on his/her job, demoralization, or lack of commitment. Thus, it would only be fair to send performing employees to specialized training that would move him/her up his career. Poor performers will not value the learning that they will get from training. But high performing employees have tendencies to seek development and growth so that they will be able to continue excelling in their field.
So how can we align the training to the performance management system? First is HR should be able to identify the career interest or career path that the employees would want to take. Training that would be given should address the gap between their current position to the next post or job that they wanted. If he/she wants to become a supervisor or a manager, then give trainings on leadership development. But if he/she wanted to take another route and change departments, then provide trainings that will help him/her get to the new post that he/she desires.
During performance evaluation, the supervisor or manager should be able to assess as well the training need of the employee. He/she should inform the employee what training has been identified out of the performance evaluation. Below shows a sheet that may be used as guide in identifying the career path and training requirement of an employee:
FIG. 1
FIG. 2
FIG. 1 is an example of a career path plan of an employee. The given example are descriptive and not yet specific. If there would be discussion with the employee, it should be more specific.
FIG. 2 is an example of identified Training Needs of an employee. The mid year comment and full year comment is not yet filled-up because it will be used later during the next performance evaluation period. An organization may have to performance evaluation period - mid year and end of year. During those evaluation schedules, make sure not to miss checking on the employees if they indeed were able to attend the identified training needs.
Next blog post, I'll describe next on how to align the PE with Succession Program and designing a compensation-benefit package. I hope this article helped you understand how you'll be able to get an ROI out of your training programs, by including it to your Performance Management System. Please do comment or ask if you have some questions. I'll try my best to respond to your queries.
