Week 4 Discussion Question
Week 4 – Answer Question 2 (p.211) and Question 1 (p. 254)
2. Question 2 (p. 211) Why do you five suppose the categories of classroom training are so popular in HRD? Identify two types of training programs a manager might not want to conduct in using a classroom format
These categories of classroom training include discussion, lecture, audiovisual media, computer-based training, and experimental methods (Werner, 2021). Therefore, these categories are very popular for human resource development because they are in a state of reaching numerous people with the use of fewer resources or minimal efforts. The human resource development manager can combine the categories to have an entire lesson plan for various topics while his materials remain relevant. The manager must only update his training after a few years and be able to provide training to many people as a result of minimal work hence making classroom work more effective and efficient.
Besides, two methods managers may avoid using audiovisual media and computer-based training in a classroom format. This is because using audiovisual media in a classroom can take away or interfere with the learning interaction between the trainer and the trainees. Hence too much use of audiovisual media may cause distraction from the speaker, therefore, distorting the information or loss of the key point. For example, the video may not play while the audio plays; hence the information may not be transferred as required, or even the session may fail to continue leading to a waste of time. Consequently, computer-based methods should not be used in a classroom setting since the media may take away the interaction between the trainer and the trainee. This is because the employees may not take the training seriously since they think it is fun to watch videos on the computer all the time. Moreover, it will be a waste of time and money to have people in a classroom on computers to work on training sessions while it is an activity that can be done outside the classroom.
1. Question 1 (p. 254) Even though most HRD professionals agree that HRD evaluation is valuable, in your opinion what are the most important reasons why it isn’t practiced more frequently by organizations? How can these objections to evaluation be overcome?
Indeed the main reason that makes the HRD evaluation not occur as usual frequently is the high cost of resources and time that any firm must experience during the evaluation process. Besides, it is very hard to measure the monetary costs though this matters to numerous organizations. Therefore, such organizations fail to see the change and evaluation that would be significant to the targeted investment. Organizations need to overcome the habit of requiring instant outcomes after implementing programs (Seo et al., 2020). This is because the same way such firms would have weathered any challenging state of the economy, then such firms should weather the instant issues resulting from the phase of evaluation. Nevertheless, many firms would not wish to undertake the evaluation phase since they fear experiencing difficulties brought in by evaluations despite the benefits they could bring in the long run.
Consequently, organizations can overcome those objections to evaluation through the following. First, ensuring that the HRD managers have clear objectives and standards for that evaluation enables the firm’s senior officials and managers to understand the process properly. Besides, when the senior managers and officials clearly understand the evaluation costs, they are capable of preparing effectively and making proper commitments to organizational resources in the long run. Additionally, the most realistic way to overcome an objection is by ensuring that the HRD managers form realistic expectations and limitations (Werner & DeSimone, 2011). The goal should focus on making the evaluation achieve only what it can rather than making the evaluation look as appealing as possible, yet it cannot happen. Eventually, the HRD managers should avoid picking the type of evaluation that is highly appealing but pick the kind of evaluation applicable to their organization and business too.
Seo, J., Lee, S., & Ardichvili, A. (2020). How is HRD related to other disciplines? The analysis of 100 most frequently cited empirical articles published in three HRD journals. European Journal of Training and Development, 45(4/5), 402-418. https://doi.org/10.1108/ejtd-06-2020-0108
Werner, J. M. (2021). Human resource development: Talent development. Cengage Learning.
Werner, J. M., & DeSimone, R. L. (2011). Human resource development. Cengage Learning.