Essays on Personality Assessments and Training Essay

Download free paperFile format: .doc, available for editing

Personality Assessment and training 03 December OUTLINE Introduction -Definition of training -Definition of personality Literature Review -Evaluation definition -How evaluation is done Methodology -Need for evaluation -Way of evaluation Findings -Merits of online survey Conclusion Recommendation References Introduction Definition of training Training refers to the act of helping someone acquire skills that is relevant to a certain job. It is the act of taking a trainee through the necessary steps before full induction to a certain job. It is conducted by one who has vast experience in the area the trainee is to start working in. Training is required to make sure that a company or an organisation does not hire employees who have no job knowledge.

After training, it is necessary to conduct an assessment to be sure that the trainees have grasped the job skills needed to work. There are several aspects of training among them being word of mouth presentations, practical, and evaluation. Definition of Personality Personality refers to a self motivated and pre-arranged set of features owned by a person that exclusively influences his or her psychological feature of reasoning and learning, incentives, and behaviours in various situations (Barbazette, 2006).

It is necessary for the trainer to put to note about the personality of the one being trained so as to make it relatively easy to determine how to handle the individual. This report was conducted on one of the aspects of training mentioned above namely assessment or evaluation. Literature Review Evaluation definition Evaluation refers to classification of someone or something with reference to his or her worth. It is usually necessary to ascertain that the trainees have got their hands on the job. An individual needs to feel the gist of the job before they are given the go ahead to work.

The trainer needs to make sure that all the details of the job have been communicated to the trainee before assessment. Trainees lay their full trust on the trainer; hence, the trainer should be someone who fully understands the fine details of the job. Trainees usually have tension considering that they are new in the company or organization. Evaluation is not a one-time event but rather a continuing process that goes along with the length of the training.

It happens once after a session of training has been explained to the trainees. How to evaluate Step by step assessment makes it easy for the trainees to understand the job well. Assessment depends largely on the policy of an organisation but it is strongly recommended that assessment happens after every step of the training to ensure that trainees will have confidence in working after training is over. The trainer should be friendly to the trainees so as to ease the tension that might be there. This will help trainees believe in themselves as well assist them do well during the training and also be open to the trainer and air their views. It is necessary that the trainer stresses during training that assessment is not by any means harassment to the trainee.

It is a way of making sure that all the job aspects are on the finger tips of the trainee. All trainees need to be sure that assessment does not place them anywhere out of the policy of the organization (Walter, 2001). Methodology Why evaluation was conducted The evaluation referred to here was conducted on some employees at Resettlement Support Centre.

It was immediately after new Standard Operating Procedures (SOPs) were introduced and employees had to be taken through them. This was to ensure that the new SOPs would be followed to the point. The management felt that it was time for change with regards to operations of the organisation and hence this had to be done. After training, the management felt it was necessary to evaluate the employees to ascertain whether the new SOPs had been well understood (Goad, 2010).

Method used in evaluation There are various ways of evaluation namely use of questionnaires, panel evaluation and online surveys among others. The method chosen to check the understanding of the new SOPs was online survey. Questions were drafted following the new SOPs developed and put on the internet. An e-mail was sent to employees asking them to complete the survey and submit. This method was chosen owing to the large number of employees which made it impossible for panel evaluation or even use of questionnaires. Online survey is relatively easy to assess as there is no much paper work involved. Findings Merit of online survey It was found that this online survey was effective since time was saved and employees could fill it and submit while they continued working.

No paper work was involved hence all the surveys’ replies were guaranteed to be checked. Papers would have got lost in the process of transfer from departments to the Human Resource Manager. It was also found out that it is necessary for employers to consult widely before any new additions to the already existing SOPs to make employees feel appreciated. Conclusion Trainers need to be ready with all details at their finger tips regarding whatever they are to train on.

This would help them answer any questions posed by trainees. The method of online survey is an easier method of assessing the know-how of employees after training or even yearly evaluation. Recommendations Employees need to be involved in the process of and new changes in an organization. It is also recommended that the trainees chosen to have good knowledge on the areas they are training as this will ensure that proper information is communicated to the trainees.

The need for training should not be seen as a way of assuming that SOPs are not being followed but rather a way of trying to make the operations of an organization better than before. References Barbazette, J. 2006. Training needs assessment: methods, tools, and techniques. New York: John Wiley & Sons. Walter, D. 2001. Training on the job: a new team-driven approach that empowers employees, is quick to implement, gets bottom-line results. Alexandria, Virginia: American Society for Training and Development. Goad, T.W.

2010. The first-time trainer: a step-by-step quick guide for managers, supervisors, and new training professionals. New York: Amacom Books.

Download free paperFile format: .doc, available for editing
Contact Us