IT TRAINING OUTLINE
There must be a methodology that has to be followed for training and a strategy must be developed along with that methodology. For these two aspects to be successful, training resources must not be wasted. To assure that resources will not be undermined, a number of issues will have to be addressed. The company policies, infrastructural issues, and cultural issues within the company may all need to be noted before a well oiled training session can take place. It is, however, important to note that no matter the schema chosen for training, the path needs to be clear for the users. The training that the users will require will rely of their background, the purpose of the training, features of the system, any types of new user interfaces, etc.
This project is an outline for a presentation given by a mixture of HR and ...view middle of the document...
The indirect stakeholders are the consumers of our products and services, of whom will be the ones that will ultimately benefit from our training. Also, indirect stakeholders are the people that take stock in our company. These people would also benefit from the increased revenue generated from our increased amount of productivity.
The overall objective of the project is to give proper acumen on the methodology of training. To gain the correct perception, we need to have a firm grasp of the purpose of the training, what details will be covered by the training, implement the training schedule, and then process and evaluate the feedback that is received from the training.
As a result of training, the overall performance of all employees, including managers, is expected to increase exponentially. This increase in productivity will yield a higher efficiency in workload, in the same amount of work hours. This productivity will be measured by increased revenues.
The best way to measure the success of training is to evaluate the individuals taking the training session. Assessing their performance before and after the training session will be giving the trainers a baseline, measurable performance gain of how well the training session went. Also, having the individuals provide feedback results will improve future training sessions.
MEASURABLE ORGANIZATIONAL VALUE:
In order to identify the Measurable Organizational Value (MOV) of the project, the HR manager will have to quantify the following:
• Training effectiveness
• Training quality
• Follow through with maintaining records of job performance after training
• Feedback from staff on their performance
Assumption was made that the office headquarters was centrally located to all the satellite offices.
Marchewka, J. T. (2012). Information technology project management: Providing measurable organizational value (4th ed.). Hoboken, NJ: Wiley.