Effective Training Evaluation: The Role of Factors Influencing the Evaluation of Effectiveness of Employee Training and Development
Hana Urbancovaacute; 1 , Pavla Vrabcovaacute; 2,* , Monika Hudaacute;kovaacute; 3 and Gabriela Ježkovaacute; Petru˚ 1
1 Department of Human Resources, University of Economics and Management,
158 00 Prague 5, Czech Republic; hana.urbancova@vsem.cz (H.U.); gabriela.jezkova.petru@vsem.cz (G.J.P.)
2 Economics Department, University of Economics and Management, 158 00 Prague 5, Czech Republic
3 Department of Management, Faculty of Economics and Management, Slovak University of Agriculture in Nitra, 949 76 Nitra, Slovakia; monika.hudakova@uniag.sk
* Correspondence: vrabcovapavla@gmail.com
Abstract: If an organisation is to develop in todayrsquo;s highly competitive environment, it cannot do so without continuous training and development of its employees. The benefit to the individual can be assessed by a measurable degree of his knowledge, mastering a certain operation, etc. Evalu- ating the effectiveness of training is not easy, because very often we work with quantities that are difficult to quantify, and therefore difficult to measure. The prerequisite is the precise definition of educational goals and ensuring the controllability of educational results (training). This article aims to find factors influencing evaluation of effectiveness of employee training and development. The data was obtained from a questionnaire survey in which 207 organisations operating in the Czech Republic participated. The results show that when evaluating the effectiveness of employee training, organisations prefer methods based on subjective evaluation by an evaluator (direct supervisors, colleagues), but also on their own self-evaluation regarding the number of training days. Due to the coronavirus pandemic, current human resources (HR) trends and priorities for 2021 have changed significantly. The systematic process of evaluating employee training effectiveness depends on the business sector (p-value 0.022), on the fact that the organisation is or is not a part of a larger group (p-value 0.000), on (non)existence of an HR department (p-value 0.000), and on the organisation size (p-value 0.000).
Keywords: COVID-19; Czech Republic; education strategy; employee motivation; HR department; self-evaluation; subjective evaluation
1. Introduction
Employee training in organisations is a tool by which employers can shape employeesrsquo;competencies and develop their potential. It is a systematic process of changing workbehaviour and level of competencies (knowledge, abilities, and skills) including employee motivation which helps to reduce the gap between subjective qualifications (the ability to act and use the competencies to meet the organisationacute;s goals) and objective qualifications (the highest level of education completed and requirements imposed on employees) and to increase labour productivity. Training activities that organisations can use can be performed either in the workplace or in other settings.
Organisations that emphasise the employee training and development prepare strategic training plans that must be in line with the strategy of the entire organisation and set personnel policy. Nevertheless, with the situation with COVID-19, it is more important to solve the setting up of HR activities in every organisation, and training and development is becoming more influenced. Authors agree that HR management practices should be considered more holistic. There are few studies that address individ perceptions of the impact of HR practices on employees, which often vary widely among employees. These strategic plans further result in training and development plans that should respect differences by employee groups, by positions, and by individual employee needs. Training and development programmes are related to direct financial costs, time of employees devoted to training, training planning, and time of managers. Many researchers agreed in the 1990s that most investments in training were wasted.
Mere investment is not enough; it is necessary to manage educational programs more effectively to ensure the highest possible return. Given that costs are not minimal, the management of organisations needs to increasingly demonstrate the influence of employee training and development on the success of the entire organisation and on business performance of organisations ; therefore, it is necessary to look into the effectiveness of organisational training and development all the more because their results are, in many cases, immeasurable or difficult to measure. Determining the effectiveness of processes helps to make subsequent changes in training and development programmes, i.e., to optimise processes and increase yields or outputs in every organisation(e.g., [15–19]. The author of [20] even emphasises that training should serve as a catalyst to manage change and achieve business goals). Skill development and advanced training techniques are crucial for gaining a competitive advantage. E.g. authors [22] examined HR skills development practices and their impact on customer satisfaction. The outcome of training itself is widely determined and primarily depends on the accuracy of the effectiveness evaluation.
However, there may be different views of the effectiveness of training and development within branches. Investments are then reflected in the increasing level of knowledge, skills, and abilities of employees (competencies) and consequently the knowledge base of the entire organisation. Some studies have shown a significant correlation between training costs and organisational performance. In a study [23]，the authors deal with professional approach to training that corresponds to practice. In another study ,the authors state that the evaluation of training in
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