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Keys to Manage Human Resources – Rules of Thumb: Part 2

July 20, 2015 • STRATEGY & MANAGEMENT, Talent Management, Team Managment

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By Guido Stein, Ángel Cervantes and Marta Cuadrado

This article, which is in two parts, aims to acquaint readers with the main personnel management policies found in enterprises. It is intended not to be exhaustive but to serve as a reference for managers in charge of their own teams, regardless of their position or department. It was not written specifically for human resources experts, although they too may find this direct academic approach – reinforced by daily practice – rather useful. Part I of this article looked at Performance Management, Recruitment, Integration Processes and started the discussion on Development and Training which continues below.

4.3 Training Medium: Short and Intense Impact
The medium used is one of the most important aspects of career development training. Notably, change in the area of training is always the by-product of a process rather than of an isolated measure. Often times, and especially at the senior management level, there are high expectations on the ability of training activities to produce an immediate change in the way people work. While an isolated training program has a high motivational impact in the short term, it is difficult to achieve sustained improvement in managerial effectiveness without proper follow-up. If this is true for classroom training, where the methodology can have greater motivational impact, then it is even more so the case for Web-based courses.

It is useful to somehow measure the returns on training, despite the limitations involved. An alternative is to conduct follow-ups focused on applicability and transfer to the workplace. Experience tells us that we can only measure training processes in the medium term. An exception to this rule is for those training activities measurable with a high degree of objectivity, such as languages or computer skills, where the acquired level of competence can be compared with generally accepted standards. It is true that an isolated training measure may be very useful in assessing the content and training provider. On the other hand, training programs will have a greater impact where there is a system to measure team leaders’ overall performance and managerial competence levels.



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