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PERFORMANCE TESTS: HR EVALUATION

The following questions are from the Handbook of Training Evaluation and Measurement Methods by Jack J. Phillips. I could use some other feedback/insight with these questions.

CHAPTER FIVE

SOME ORGANIZATIONS NEED A ROI PROCESS THAT WILL LOOK FORWARD (FORECAST) AND BACKWARD (ROI RESULTS). CAN THIS MODEL BE USED IN BOTH SCENARIOS? EXPLAIN.

CAN THIS ROI PROCESS MODEL BE USED WITH ALL TYPES OF PERFORMANCE INTERVENTIONS? PROVIDE EXAMPLES OF DIVERSE APPLICATIONS, ADDRESSING THE FIRST THREE BLOCKS IN THE MODEL.

ONE CRITICISM OF AN ROI MEASUREMENT IS THAT IT DOES NOT PRESENT A "BALANCED" VIEW OF RESULTS. HOW DOES THIS MODEL ADDRESS THIS ISSUE?

CHAPTER EIGHT

WHY IS IT IMPORTANT TO OBTAIN PARTICIPANT FEEDBACK IN TRAINING PROGRAMS?

ONE HRD MANAGER COMMENTED ".....SMILE SHEETS (PARTICIPANT FEEDBACK FORMS) ARE NOT WORTH THE TIME IT TAKES TO COMPLETE THEM. THESE HAPPINESS RATINGS DO NOTHING BUT FEED THE EGO OF THE INSTRUCTOR." IS THIS TRUE? EXPLAIN.

DESIGN A PARTICIPANT FEEDBACK FORM FOR A ONE-DAY WORKSHOP ON IMPROVING INTERVIEWING SKILLS.

WHAT ARE THE ADVANTAGES AND DISADVANTAGES OF ATTITUDE SURVEYS IN EVALUATION?

WHY ARE PERFORMANCE TESTS IMPORTANT TO HRD EVALUATION?

DESIGN AND DESCRIBE A PERFORMANCE TEST TO MEASURE THE EFFECTIVENESS OF A TRAINING PROGRAM DESIGNED TO IMPROVE INTERVIEWING SKILLS.

CHAPTER NINE

USE EXAMPLES TO ILLUSTRATE THE DIFFERENCES AMONG EVALUATION INSTRUMENT DESIGN, EVALUATION DESIGN, AND DATA COLLECTION METHODS.

WHY ARE FOLLOW-UP EVALUATIONS IMPORTANT?

DESIGN A FOLLOW-UP QUESTIONNAIRE FOR A THREE-DAY PERFORMANCE MANAGEMENT WORKSHOP FOR MIDDLE MANAGERS. MAKE ANY ASSUMPTIONS NECESSARY TO COMPLETE THE ASSIGNMENT.

DO ORGANIZATIONS USE PERFORMANCE CONTRACTS ON A ROUTINE BASIS? EXPLAIN.

WHAT ADVANTAGES DO ACTION PLANS HAVE OVER QUESTIONNAIRES?

WHAT ARE THE WEAKNESSES OF THE INTERVIEW PROCESS?

WHEN IS IT APPROPRIATE TO USE OBSERVATIONS IN THE EVALUATION PROCESS? WHAT ARE THE DIFFERENCES IN THE INTERVIEW AND FOCUS GROUP PROCESS?

WHAT ARE THE PROBLEMS WITH FOCUS GROUP PROCESS?

WHEN IS IT APPROPRIATE TO USE OBSERVATIONS IN THE EVALATION PROCESS?

WHAT DIFFICULTIES ARE ENCOUNTERED WHEN USING EVALUATION INFORMATION OBTAINED FROM OBSERVERS?

WHICH IS THE MOST EFFECTIVE DATA-COLLECTION METHOD? WHY?

IS IT POSSIBLE TO USE ALL DATA-COLLECTION METHODS IN THE EVALUATION OF A SINGLE PROGRAM? EXPLAIN.

Solution Preview

Here is a start. Please make use of the attached pdf articles in answering the ROI qs.

You can look at the exhbits provided in your text book of I/O and create sample / mock evaluation and follow-up surveys using simple statements. I have provided pointers.

Best,

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The following questions are from the Handbook of Training Evaluation
and Measurement Methods by Jack J. Phillips. I could use some other
feedback/insight with these questions.

CHAPTER FIVE

SOME ORGANIZATIONS NEED A ROI PROCESS THAT WILL LOOK FORWARD
(FORECAST) AND BACKWARD (ROI RESULTS). CAN THIS MODEL BE USED IN BOTH
SCENARIOS? EXPLAIN.

Please see the attached files for the answers to the first 2 questions regarding ROI .

CAN THIS ROI PROCESS MODEL BE USED WITH ALL TYPES OF PERFORMANCE
INTERVENTIONS? PROVIDE EXAMPLES OF DIVERSE APPLICATIONS, ADDRESSING
THE FIRST THREE BLOCKS IN THE MODEL.

Rate of Interest is a ration of the return divided by the investment
necessary. It may or may not be able to work well for all types of
performance interventions.

ONE CRITICISM OF AN ROI MEASUREMENT IS THAT IT DOES NOT PRESENT
A "BALANCED" VIEW OF RESULTS. HOW DOES THIS MODEL ADDRESS THIS ISSUE?

This is so, because the market and shares can be in a fluid state when future investments are made. Such add-on investments make the predictions fort the rate of return difficult. To have a stable and consistent margin of growth at the same rate of investments, most organizations and corporations then deal with this situation by organizing multiple calculation models and keep the predicted ROI for each round, separate from each other.

CHAPTER EIGHT

WHY IS IT IMPORTANT TO OBTAIN PARTICIPANT FEEDBACK IN TRAINING
PROGRAMS?

Participant feedback plans or surveys have become an integral part of employee or customer relations building and assessment or evaluation of the needs of the same. The important benefit to remember is that these are the same people due to which an organization becomes able to claim its market shares. In order to effectively boost employees (participants') performance morale and for better servicing of the clients, it is only logical that the participants' feedback is turned into a substantive modification opportunity in whatever department it is applicable to and is also incorporated in the actual shift in the practices of building and establishing the business.

ONE HRD MANAGER COMMENTED ".....SMILE SHEETS (PARTICIPANT FEEDBACK
FORMS) ARE NOT WORTH THE TIME IT TAKES TO COMPLETE THEM. THESE
HAPPINESS RATINGS DO NOTHING BUT FEED THE EGO OF THE INSTRUCTOR." IS
THIS TRUE? EXPLAIN.

No. This is not correct. The reason why this is perceived to be the obstacle in getting SMILE sheets filled from the participants / employees is that the manager might indirectly expect all employees to provide positive ratings about work place comfort and manager's own treatment of the employees or else, they will have some sort of a backfire.

A good manager and a transparent department where all workers are equally values without ranking, will in fact benefit the most from the employee feedback forms, because it will nurture an environment of sensitivity to each others' needs at work.

And yes, if a manager is nice and does deal with the fellow co-workers or employees in a nice way, within the framework or protocol of the HRD and regulations stipulated by the respective organization, it is not a bad thing that the employees feel comfortable in disclosing anything that might be bothersome to them at work and then it can be addressed.

And we are all aware, how a genuine indication of regard and validation keeps the work flow smooth and ...

Solution Summary

PERFORMANCE TESTS IMPORTANT TO HR EVALUATION. FACTORS that prove to be helpful.

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