Dear Najam,
That is why I have written earlier in this forum several times that you should think of measuring effectiveness of anything, be it training or corporate purchase before investing money and not after.
Now I have given you criteria of measurement of the effectiveness of training. Would you mind to measure and share details to us? That will be education to one and all.
Thanks,
Dinesh V Divekar
Hi Dinesh
You are very much correct. Seems we don't have enough professional on this forum.
Well leadership training is done by our corporate but measuring effectiveness came from our top executive management.
Here we want to measure overall performance and nothing specific.
Anyway thanks
regards
From India, Bangalore
7736That is why I have written earlier in this forum several times that you should think of measuring effectiveness of anything, be it training or corporate purchase before investing money and not after.
Now I have given you criteria of measurement of the effectiveness of training. Would you mind to measure and share details to us? That will be education to one and all.
Thanks,
Dinesh V Divekar
Hi Dinesh
You are very much correct. Seems we don't have enough professional on this forum.
Well leadership training is done by our corporate but measuring effectiveness came from our top executive management.
Here we want to measure overall performance and nothing specific.
Anyway thanks
regards
From India, Bangalore
Dear All,
Ever since i had joined ARAMCO as a CONSULTANT(contractor) PROGRAM DEVELOPMENT AND EVALUATION ANALYST, I am not able to allocate time for citehr. Though i am greatly missing the activities of this forum, i still beleive that, if i don't involve in sharing knowledge, I may lose my talent.
With regards to measuring the EFFECITVENESS OF LEADERSHIP SKILLS or LEADERSHIP DEVELOPMENT in TOP MANAGEMENT, Mr. Najam, haven't tried anything of his own. Often, he had been posting queries without sharing his views. He must dare to initiate and discuss with his TOP EXECUTIVE as what exactly his expections are that could be captured in the "THE MEASURABLE FORMAT", post training. He must explain with clarity about his EXPECTATIONS ASSOCIATED WITH LEADERSHIP DEVELOPMENT in his employees.
Its just not easy for anyone to develop LEADERSHIP SKILLS unless there are certain CATALYST involved and supporting the DEVELOPMENT PROCESS. Before we plan about evaluation, we must look into various factors.
- Prior to Training, did you measure nominees LEADERSHIP & various ASSOCIATED SKILLS supporting LEADERSHIP ROLE and co-relate it with the EXPECTED DEVELOPMENT, post training?
- Did your TOP EXECUTIVE or HR HEAD or you INTERACTED with nominess to find out their REQUIREMENTS(RELATED SUPPORT) / EXPECTATIONS pertaining to LEADERSHIP DEVELOPMENT?
- All those employees nominated and underwent LEADERSHIP TRAINING, are they aware of what need to be DELIVERED/ACHIEVED at the end of the day that proves their LEADERSHIP SKILLS which should not only support ORGANISATION GROWTH FACTORS but also EMLPLOYEE GRWOTH STANDARDS?
- To what extent the INFORMATION/TOPICS covered in the TRAINING SESSION was RELEVANT.
- To what extent the INFORMATION(TRAINING) would help them to OVERCOME THEIR WEAKNESS and MEET ORGANISATION'S BUSINESS GOALS?
- If they have to meet Organistion's Goals, what do they need to prove their COMPETENCIES?
- At the end of the training, did the TRAINEES submitted their ACTION PLAN stating their ACTIVITIES relating to DEMONSTRATION OF LEADERSHIP SKILLS?
- Are these Trainees blessed with POWERS TO TAKE INDEPENDENT DECISIONS AND PROVE THEIR METTLE as the scenario is completely different in Middle East.
- Why are we relating TOP MANAGEMENT involved in LEADERSHIP ROLE with REVENUE GENERATION / PROFITS MAXIMIZATION instead of FOCUSING on CREATING & DEVELOPING DYNAMIC/STRATEGIC/INNOVATIVE/CREATIVE WORKFORCE that should propel organisation to the next level leading to BUSINESS EXPANSTION.
If we can successfully measure precisely then we are no lesser than GOD. There are limitation while measuring LEADERSHIP DEVELOPMENT in your employees because "A SUCCESSFUL/COMPETENT LEADER IS THE ONE WHO IS PROMOTED BY HIS SUCESSFUL/COMPETENT FOLLOWERS"
There is lot more to write but, due to time contraint, i have to stop here.
with profound regards
From India, Chennai
Ever since i had joined ARAMCO as a CONSULTANT(contractor) PROGRAM DEVELOPMENT AND EVALUATION ANALYST, I am not able to allocate time for citehr. Though i am greatly missing the activities of this forum, i still beleive that, if i don't involve in sharing knowledge, I may lose my talent.
With regards to measuring the EFFECITVENESS OF LEADERSHIP SKILLS or LEADERSHIP DEVELOPMENT in TOP MANAGEMENT, Mr. Najam, haven't tried anything of his own. Often, he had been posting queries without sharing his views. He must dare to initiate and discuss with his TOP EXECUTIVE as what exactly his expections are that could be captured in the "THE MEASURABLE FORMAT", post training. He must explain with clarity about his EXPECTATIONS ASSOCIATED WITH LEADERSHIP DEVELOPMENT in his employees.
Its just not easy for anyone to develop LEADERSHIP SKILLS unless there are certain CATALYST involved and supporting the DEVELOPMENT PROCESS. Before we plan about evaluation, we must look into various factors.
- Prior to Training, did you measure nominees LEADERSHIP & various ASSOCIATED SKILLS supporting LEADERSHIP ROLE and co-relate it with the EXPECTED DEVELOPMENT, post training?
- Did your TOP EXECUTIVE or HR HEAD or you INTERACTED with nominess to find out their REQUIREMENTS(RELATED SUPPORT) / EXPECTATIONS pertaining to LEADERSHIP DEVELOPMENT?
- All those employees nominated and underwent LEADERSHIP TRAINING, are they aware of what need to be DELIVERED/ACHIEVED at the end of the day that proves their LEADERSHIP SKILLS which should not only support ORGANISATION GROWTH FACTORS but also EMLPLOYEE GRWOTH STANDARDS?
- To what extent the INFORMATION/TOPICS covered in the TRAINING SESSION was RELEVANT.
- To what extent the INFORMATION(TRAINING) would help them to OVERCOME THEIR WEAKNESS and MEET ORGANISATION'S BUSINESS GOALS?
- If they have to meet Organistion's Goals, what do they need to prove their COMPETENCIES?
- At the end of the training, did the TRAINEES submitted their ACTION PLAN stating their ACTIVITIES relating to DEMONSTRATION OF LEADERSHIP SKILLS?
- Are these Trainees blessed with POWERS TO TAKE INDEPENDENT DECISIONS AND PROVE THEIR METTLE as the scenario is completely different in Middle East.
- Why are we relating TOP MANAGEMENT involved in LEADERSHIP ROLE with REVENUE GENERATION / PROFITS MAXIMIZATION instead of FOCUSING on CREATING & DEVELOPING DYNAMIC/STRATEGIC/INNOVATIVE/CREATIVE WORKFORCE that should propel organisation to the next level leading to BUSINESS EXPANSTION.
If we can successfully measure precisely then we are no lesser than GOD. There are limitation while measuring LEADERSHIP DEVELOPMENT in your employees because "A SUCCESSFUL/COMPETENT LEADER IS THE ONE WHO IS PROMOTED BY HIS SUCESSFUL/COMPETENT FOLLOWERS"
There is lot more to write but, due to time contraint, i have to stop here.
with profound regards
From India, Chennai
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