240 Pages
by
Routledge
240 Pages
by
Routledge
240 Pages
by
Routledge
Also available as eBook on:
For many organisations, training and development remain an aspiration rather than fundamental to their business, and the consequent investment is subject to reductions or reallocations when times get tough. Yet increasing pressures from business globalisation mean that organisations are absolutely dependent on the skills of their workforce if they are to remain competitive. John Talbot's... Read more
Contents: Preface - a word about the trainer; Scope of training; Defining investment in people; Who has to be trained and when?; Understanding learning problems; Techniques of establishing training needs; Case study 1: training analysis of a manual skill; Case study 2: operation of a special purpose machine and learning design; Management training analysis; Initial requirements for costing and evaluation of training; Appendix; Cost of not training; Cost-value relationship in training; How training costs are caused and recorded; Costing treatment of training costs; Planning for training and controlling training costs; Evaluation of training; On-line training;The last word?; Bibliography; Index.
Biography
John Talbot is a Director of Emas Consultants, a company that has been involved in organisation and management development and training across Europe and North America for over 35 years. Prior to establishing this consultancy, John was Principal Training Officer of an Industry Training Board, following extensive experience in G.E.C., The Electricity Council and Unilever.
’This book has the feeling of a classic training text and deals with training at an operational level... If this book has an overall strength then it is in the practical examples, which are very detailed of how to take forward a performance improvement project with a variety of different activities...What this book also offers is the perspective the authors bring on the age old issue of training effectiveness measurement which will be useful for organisations who are less experienced in this area.’ Dr Rolf Stiefel, Management-Andragogik und Organisationentwicklung
