The research contributes to a national project on impact evaluation approved by the MES, which arises because the centers of Studies in Advanced Management Techniques involved have entered the complex field of Preparation and Overcoming of cadres and their reserves.
The study is focused on the design of a procedure to evaluate the impact of the training of the cadres and their reserves with a view to perfecting the training procedure.
With the study of the literature, it was possible to analyze the existing procedures to measure the impact of the training, allowing the design of the procedure proposed in the research, where the study of the Organizational Climate is emphasized, since with an unfavorable organizational environment the actions of training will have no effect. It was adapted to the characteristics of the current budget company from Spiritus. It was applied to the José Martí Pérez Sancti Spíritus University Center. (CUSS)
It is concluded that there is a negative impact on the organization, because they do not have the training plan, nor has the diagnosis of the existing situation been drawn up with the cadres and the reserves.
Surveys, interviews, document review, observation, group dynamics were applied, the expert method and logical analysis, among others, were used.
Microsoft Word was used for writing and Microsoft Excel was used for data processing.
Introduction
Training should be considered the heart of productive activity. In this regard, P. Drucker (1996) has stated that "… the modern company is either a knowledge-based organization, or else it is an obsolete organization, unable to compete in the market with its competitors…". Therefore, in the search for higher levels of economic and social efficiency, qualified personnel with a broad occupational profile and integrated in the new culture of the organization are needed.
In Cuba, this is not apart from the changes and that is why the country has seen the need to insert itself in the international market, mainly influenced by the events of 1989 - product of the collapse of the socialist camp - where all activity is reduced economic practically to zero.
In the Economic Resolution of the V Congress of the Communist Party of Cuba, it is proposed that "… a broad qualification movement must be developed, from the training of students to the requalification of business and state management teams and other workers in all instances. » The foregoing presupposes greater interest and dedication of resources and efforts in actions aimed at ensuring the training and improvement of leaders, which can be defined as a systematic and continuous process, with a pedagogical and political character and content, aimed at the increasing elevation of its professionalism for the constant improvement of its performance and the results of the organization. For some years in Cuba, the Departments and Centers of Studies in Advanced Management Techniques (CETAD) of the Centers of Higher Education,They have entered the complex field of Preparation and Overcoming of executives and executives involved in the economic and social management of their territories.
Commander in Chief Fidel Castro Ruz pointed out the need to improve management techniques in all fields and described it "As a science that develops", insisting that it is necessary to acquire that knowledge, develop it and apply it. Likewise, in the policy outlined by the Communist Party of Cuba it is expressed: “The use of modern techniques of Business Management appropriate to our characteristics and based on the best and most advanced contemporary practices, as well as the wide use of all the possibilities of technology and information services and telecommunications must be a priority for the country in order to guarantee greater efficiency in management and production processes. ”
In November 1994, the Ministry of Higher Education (MES) was assigned the role of directing the Preparation and Overcoming of the cadres and reserves in the
Central State Administration Bodies and the Councils of
Provincial Administration (CAP), governed by the National Strategy for Preparation and Overcoming of Tables and Reserves.
Currently, the preparation covers the entire business environment and those organizations and institutions that are part of the public administration, the National Strategy for the preparation of cadres and its reserves has reached levels of response to the training and comprehensive preparation of cadres and managers to Through a systemic approach to said process, it has been introduced, in a dynamic way, those knowledge that due to the current scientific-technical development, it becomes necessary to be in the domain of managers, to act accordingly with the requirements imposed by the new Times.
The Sancti Spíritus University Center is subordinate to the Ministry of Higher Education. It is located on Avenida de los Mártires # 360, in the municipality of Sancti Spíritus, province of the same name. Its main mission is “to train integral and revolutionary professionals identified with the history and the best traditions of the Cuban nation, continuously surpassing them, counting on a fully prepared cloister and adequate material and financial assurance, which allows the development and promotion of science, culture and technological innovation, in order to respond to the needs of Cuban society with an emphasis on the territory and in correspondence with the PCC's policy and the programs of the Revolution. ”
The institution's management strategy is ready, each key result area is developing the work objectives and their fulfillment is analyzed, the cultural level is high. The Key Results Area Human Resources, Staff and Training must control the general state of the workforce and includes within its objectives the development of training that must be related to the service process that is carried out and with knowledge, skills and attitudes that workers must possess, must also be governed by a plan which is not prepared. Trainings are provided that are not covered in it or come from a diagnosis, which shows that the requirements related to training and development are not met,hence the interest of the author of the research to define specifically the difficulties of training:
The training is carried out without an adequate diagnosis of needs.
The requirements related to training and development are unknown. The required documentation is not complied with: correctly prepared delivery and reception records.
There have been no exercises with the reservation in the specific performance of the position. Decisions about staff promotions are not made with fair criteria. It can be addressed that the above summarizes the problematic situation existing in the institution that led to the completion of this investigation.
From the above the scientific problem of the investigation is obtained: How to evaluate the impact of the training of the cadres and reserves that allows improving the training procedure of the University Center of Sancti Spíritus José Martí Pérez.?
So the hypothesis is: if a procedure is implemented to evaluate the impact of the training of the cadres and reserves of the Sancti Spíritus José Martí Pérez University Center, you will be in a position to improve the training procedure.
The General Objective of the present investigation is: to design a procedure to evaluate the impact of the training of the cadres and reserves in the Sancti Spíritus José Martí Pérez University Center that allows improving the training procedure.
The specific objectives are:
- Carry out the bibliographic review and analysis related to the evaluation of the impact of the training and the training procedure that allows to build the theoretical framework of the research. Design the appropriate procedure that facilitates the evaluation of the impact of the training. Evaluate the improvements in the training procedure.
The training procedure is considered as an object of theoretical study for the development of the investigation. And the field of action is: the training procedure of the Sancti Spíritus José Martí Pérez University Center.
The theoretical value of the research is given by the construction of the theoretical framework of the research through analysis of the literature and novel topics related to the impact of the training and the training procedure, as well as the preparation of a procedure for impact assessment.
The methodological value is manifested in the possibility of integrating different concepts and tools that allow obtaining a procedure for impact evaluation.
The social valueIt is manifested in the benefit obtained by all those who wish to know what the impact of training is, since research measures the effects on personal training. It allows to improve the training procedure and thus the level of knowledge and ability in society. The practical value is given by the implementation of the procedure for evaluating the impact to improve the training procedure. The viability of the research is given firstly, because the research is taxed on a national project on impact evaluation approved by the MES, due to the interest and conditions of the Sancti Spíritus José Martí Pérez University Center and the human, material resources and financial that enable the development of research.
Research Types:
Theoretical: Research on the training procedure is needed to assess its impact.
Descriptive: The training procedure needs to be investigated and diagnosed to assess the impact of the training.
Correlational: It is necessary to look for the relationship between the impact of the training and the training procedure at the Sancti Spíritus José Martí Pérez University Center.
Explanatory: Because it reveals the causes that determine the correlation between training procedure and training impact.
Being the correlational the one that best fits the project due to the relationship between the variables.
Analysis and synthesis, the historical-logical, and the systemic approach were used as methods. And as techniques: group dynamics, observation, comparative analysis, mathematical tools, interviews and surveys, computational data processing.
The report has an introduction, a Chapter 1 where the theoretical framework of the research is addressed, a Chapter 2 where the procedure to solve the scientific problem is designed. The Conclusions and Recommendations are presented, as well as all the Bibliography that was used, in addition to the Annexes.
Chapter 1. Theoretical Referential Framework
Currently, the issues related to training evaluation and its impact on individual and organizational performance have become increasingly important; so that it has been a key element for any training device that is developed in any organization. In the Cuban case, the issue becomes more relevant to the extent that new changes and perspectives of comprehensive general education of individuals has become the educational paradigm, consistent with the current development of Cuban society.
The subject is controversial and there are several, repeated and unique approaches that support the interest that the evaluation stage has aroused internationally, unavoidable for any process that wants to demonstrate its effectiveness when it comes to training devices. Recurring theme today, worldwide, when it comes to training in organizations; It is the one related to the monitoring and evaluation of training, especially for managers and their impact on the organization.
1.1 Definitions necessary to assess the impact of training Impact of training: it is the impact of the training received, through favorable changes in the level of competencies of individuals, their performance in the workplace, improving efficiency, efficiency and competitiveness of your organization and the relationship of the latter with its environment and the external environment in general.
Another issue is that when addressing the topic, various terms appear that do not make distinctions in their meanings; Words such as: result, effect, impact can be found; interchangeably used.
Where: SC: satisfaction with the training received, S: Total of Satisfactory responses, AS: Total of Highly Satisfactory responses, T: Total of responses.
If it is between 90% and 100% it is considered a favorable level of satisfaction, if it is from 70% to 89% it is considered regular, and less than 70% there is no satisfaction with the course.
To obtain the information of the elements that appear in the indicator, you can use the survey that appears in Annex 6.
2.2.1.2. Level 2: Learning
It allows to know the effectiveness of the students, those of the student-teacher binomial and the fulfillment of the proposed objectives. The measurement of learning achieved in the field of cognitive, skills and / or attitudes. The level is designed for evaluation by the training agency. To expand the information on this level, a semi-structured interview is carried out with the course teachers in order to obtain an assessment of it, with a questionnaire that is generally not extensive to complete. Furthermore, the survey can be used to calculate the level of learning according to the criteria of the students.
Academic achievement
AC = NO / SL, where: AC: academic achievement, NO: Score Obtained, SL: Maximum Score. If a 5 or 4 out of 5 is obtained, this is considered a favorable learning level, if three are obtained as a grade, it will be unfavorable. or
where: AC: academic achievement, RS: satisfactory responses, TR: total responses related to learning.
If a value of 80 to 100% is obtained, the learning level is considered favorable, if it is 60% to 79%, it is considered unfavorable and if it is 60% down, it is considered unfavorable.
For this, the survey that appears in annex 7 was used. Hence, questions 1, 2, 3, 4, 6, 10, 13, 14 are related to the level of learning.
2.2.1.3. Level 3: Performance in the Position
When evaluating the application of what has been learned, analyzes are made of the use of what has been learned in the job and its impact on the immediate environment, starting from some indispensable conditions related to the individual being trained (desire to change and know how), the work environment and the stimulation system. It is necessary to allow a period of time to elapse after the completion of the training action.
Where: TRAS: Total satisfactory responses, TR: Total responses If a value of 80 to 100% is obtained, the performance in the position is considered favorable, if it is 60% to 79%, it is considered unfavorable and if it is 60 % down is considered unfavorable.
For this, the survey that appears in Annex 7 was used. Hence, 5, 7, 8, 9, 11, 12.
2.2.1.3. Level 3: Performance in the Position
When evaluating the application of what has been learned, analyzes are made of the use of what has been learned in the job and its impact on the immediate environment, starting from some indispensable conditions related to the individual being trained (desire to change and know how), the work environment and the stimulation system. It is necessary to allow a period of time to elapse after the completion of the training action.
Where: TRAS: Total satisfactory responses, TR: Total responses If a value of 80 to 100% is obtained, the performance in the position is considered favorable, if it is 60% to 79%, it is considered unfavorable and if it is 60 % down is considered unfavorable.
2.2.1.4. Level 4: Economic Analysis
It allows quantifying the benefits obtained with what has been learned, taking into account the principle that training and development of human resources constitutes an investment and not a cost and that the evaluation of its impact is expressed both qualitatively and quantitatively, based on transformations that originate in the production or service process.
The transformations that originate in the processes are analyzed from:
Increased productivity.
The elevation of quality.
The decrease in costs.
Strengthening of technological discipline.
The decrease in accidents;
Decrease in operating errors.
Increased levels of satisfaction of internal and external customers.
Improvements in the organization of the process.
It is valued by the relationship between benefits and costs
where: RBC: cost benefit ratio.
If the indicator is greater than 100%, then it is considered a benefit over the investment in training, hence it is valued as favorable. If it is 100%, there was no profit, but no losses, then it is considered unfavorable. And below 100% it is considered that the investment did not return benefits for what is considered unfavorable.
2.2.2. Selection of instruments to measure the impact of training Questionnaires are frequently used nowadays and it is important to combine qualitative and quantitative methodologies in management and research in organizations. The number of studies using qualitative methods of analysis has increased substantially within the past two decades. Consistent with this qualitative trend, the death of quantitative analyzes that rely on statistics has been seen. Other concerns have to do with reason, subjectivity over objectivity.
One of the most difficult problems in quantitative analysis, especially when applied to the social sciences, is measuring abstract structures, such as attitudes towards a strategy, psychological characteristics, behavior within certain environments, intention towards business deals, knowledge of certain problems as well as motivation.
A growing group of researchers has proposed the use of combined research methods, that is, the use of qualitative and quantitative work. With a combined methodology one can overcome the problems of each individual method. (LF Mosque 2002).
In Guerrero L. and Nancy García (2003) it is stated that it has been shown that traditional scientific research techniques are not always valid for the evaluation of the higher levels of impact defined in Chapter 1.
They argue that there are other variables that influence the results of the company, these do not only depend on the training received.
The use of other less used methods is recommended, such as: trend analysis, diagnostics, estimating calculations and brainstorming. Although it must be clarified that those raised by Guerrero L. and Nancy García (2003) do not entirely exclude traditional methods. What is mandatory is the validation of the instruments, in the case of surveys, whether it is designed by the researcher or extracted from some source where the designed instrument appears. In order to measure the impact at higher levels, it is always necessary to resort to the teamwork of both parties, the researcher to validate instruments and hear expert opinions, and the trainees so that together, group intelligence is used and many more ideas are provided, which do not they are expressed in traditional instruments.The need for a combination of the quantitative and the qualitative is also raised.
In Msc. García Colina F. and Msc. Maria de los Ángeles Morell Alfonso (2003) argues that the methods to be used in measuring impact must provide the most accurate information possible on the various variables and their features. In this investigation, the ones proposed in the article will be used and they are presented below:
The Observation: Structured by the Head of the Panel and executed by specialists from outside the organization. It can also be structured by the Organization's Chief of Staff. It is carried out without making personal contact. Observation may be more objective than interview because no questions are asked. It focuses on what people do or do. Observers can only interpret the behavior of which they were direct witnesses, that is, observation indicates what has happened, but cannot explain why, nor delve deeper into motives, attitudes or opinions. In observation techniques, human or mechanical and electronic devices can be used to record the behavior that is being observed.
The observation method requires that it be framed within precise objectives. You have to clearly define what you want to observe, who should be the subjects to be observed, write down when and where the observations are made.
Any observation that indicates any indication of why the phenomenon occurs should be noted, describing its details. Facts, attitudes and behaviors that may have some reciprocity or interrelation with the objectives of the observation should be incorporated into the control and recording system.
In general terms, it is a requirement of the observation that it is implemented and executed according to a systematized plan that allows rigorous control.
Group dynamics: a group dynamics is a meeting of 6 to 10 people, who spend several hours with a trained interviewer to discuss a project, service, organization or other problem, in the present case, related to training and its impact. The researcher is required to objectively know the subject matter and also know how group dynamics and the behavior of its members works because otherwise, the results could be unreliable. Participants are normally paid a small amount to attend. The meeting normally takes place in a pleasant place (a house, for example) and it is customary to serve refreshments to increase informality. In this research, the hours and place of the Human Resources Management module were used.The interviewer encourages an easy and free discussion, hoping that the group dynamics reveal deep feelings and beliefs at the same time that the discussion is centered, hence the name "centered group dynamics". The discussion is recorded through notes, in audio or video and later, it is studied to understand the perceptions, attitudes and behavior of the consumer.
Interviews: Companies conduct interviews to understand consumer knowledge, preferences, and satisfaction. These can be in person (face to face) or by phone.
The personal interview is considered a more productive method since the interviewer can observe the subject during the conversation and obtain more information when the occasion arises. This method also has its limitations because it is very expensive, requires a large investment of time, and those who take the questionnaire must be well prepared not to guide the interviewee's responses towards their opinion. They can take two forms, concerted and non-concerted. The first ones suppose that they are requested in advance and in them it is customary to give a small gift to the interviewees for the time granted. The second is to stop people in a shopping center or on a busy street and ask for an interview.
Types of interviews:
The first thing is to define the objectives of the survey, the specific information required and the population that can provide it. At this stage, the use of existing secondary information on the subject to be studied and the population to be analyzed is essential.
The personal survey: the information is obtained through a direct and personal meeting between the interviewer and the interviewee. The interviewer will directly pose the questions to the interviewee based on a questionnaire that will be completed with the interviewee's answers. On other occasions, the interviewee will be allowed to complete the questionnaire under the supervision of the interviewer. Personal surveys can be of various kinds: Home surveys: the interviewer visits the interviewee's home to complete the survey. The use of this type of survey is decreasing for two reasons: on the one hand, the population is reluctant to open the door to a stranger and, on the other, the cost of carrying it out is expensive compared to other alternative methods.It is appropriate to use the home survey for topics related to the consumption of household products and aimed at housewives, young people or children. It will also allow for more extensive questionnaires and the use of auxiliary material such as photographs. Survey in the workplace: it is used when you want to obtain information from a certain professional group. It will be appropriate in these cases to make an appointment. The topics covered in the survey will be more specialized and will be related to the interviewee's work environment. Establishment survey: this is to obtain information in stores, supermarkets, etc. The topics to be discussed will generally be related to consumption in these establishments. Survey abroad: interviewers capture interviewees on the street.They are usually simple, small surveys and with little compromise. Computer-assisted personal survey (CAPI): by using a personal computer, a CAPI (Computer Assisted Personal Interviewing) survey can be carried out to save time by speeding up the control, filtering and coding of data. The telephone survey: the information is obtained through a telephone conversation between the interviewer and the selected person. There are two types of telephone survey: Traditional telephone survey: based on an updated list of sample phones, calls are made and the questionnaire is completed manually. Computer Aided Telephone Survey (CATI):The CATI (Computer Assisted Telephone Interviewing) survey uses a computer system that randomly selects and makes calls and allows the telephone interviewer to pose and complete the questionnaire using a computer. The postal survey: the collection of information is carried out by sending and collecting a questionnaire by mail. In this case, the interviewee will fill out the questionnaire directly and there will be no direct communication between the respondent and the interviewer. The cover letter: because there is no personal contact between the interviewer and the respondent, the cover letter represents the link between the researcher and the interviewee. The following points must be referred to in the cover letter: Presentation:it is necessary to present to the organization that carries out the research and its objective. Advice: the guidelines for completing and returning the questionnaire must be given. Motivation: it is necessary to transmit to the interviewee the importance of their answers, guarantee the anonymous treatment of their answers, highlight the benefits of the study and, as far as possible, provide some type of consideration to the interviewee. Given the importance of the cover letter, special care must be taken in its writing and presentation. It is advisable that it be addressed nominally to the recipient and personally signed by the director of the investigation.it is necessary to transmit to the interviewee the importance of their answers, guarantee the anonymous treatment of their answers, highlight the benefits of the study and, as far as possible, provide some type of consideration to the interviewee. Given the importance of the cover letter, special care must be taken in its writing and presentation. It is advisable that it be addressed nominally to the recipient and personally signed by the director of the investigation.It is necessary to transmit to the interviewee the importance of their answers, guarantee the anonymous treatment of their answers, highlight the benefits of the study and, as far as possible, provide some type of consideration to the interviewee. Given the importance of the cover letter, special care must be taken in its writing and presentation. It is advisable that it be addressed nominally to the recipient and personally signed by the director of the investigation.It is advisable that it be addressed nominally to the recipient and personally signed by the director of the investigation.It is advisable that it be addressed nominally to the recipient and personally signed by the director of the investigation.
The choice of one type of survey or another will be determined by the topic of the research, the population to be studied and the available budget.
The design of the questionnaire is essential and requires special care and attention. The questionnaire is the instrument for obtaining information and therefore its design is essential to achieve the desired objectives.
It is the most common instrument for obtaining primary data. The answers to each question will be conditioned by the way in which the latter is asked, they can be:
Closed: they have pre-established all the answers, the questioned must make a selection among them. Closed questions are easier to analyze and tabulate, and also measure how many people think the same way.
Open: they allow the interviewee to respond in their own words. They are very useful in the exploration stage, in which the researcher looks for clues about the way people think, rather than measuring how many think in a certain way, since the answers are not restricted, the interviewees reveal how they think about the problem.
The questionnaire appears in investigations where its use is necessary, as the cornerstone of the entire process. It is a more or less extensive instrument, with questions that are intended to know certain aspects of a problem according to the information provided by the group of people chosen as the recipient of the survey. In its preparation, it cannot be forgotten that it constitutes a harmonious set, internally intertwined and made up of questions that respond to a specific purpose and each of which is related to the others.
Preparation of a questionnaire:
Clearly define what the desired information is.
Write a series of questions, which must elicit answers that provide the information sought.
Order the questions in a logical sequence, and the words should be simple and unambiguous so that they mean the same to all the participants.
Carry out a preliminary test of the questionnaire using an experimental sample of interviewees.
Examine the results of the experimental sample, taking as criteria the ease with which the information collected can be tabulated and the quality thereof. Rewrite the questionnaire to introduce the necessary modifications.
Rules for writing the questionnaire:
Choosing the appropriate terms or terms, making sure that they are clear and accessible, especially if you take into account that the sample may be made up of people with different cultural levels.
Do not use terms that have different meanings in the various geographic regions, as well as misleading or ambiguous words, which would lead to inaccurate results.
The questions should be as short as possible and be broad enough to express all the meaning you want to give them, ensuring that they are as short as possible. The interviewee's attention is less fatigued and it is easier to obtain adjusted answers to the investigated fact.
Maximum precision and clarity in the formulation of the questions, so that they allow obtaining consistent information from the interviewees.
Do not rely excessively on the memory of the interviewees, asking questions referring to a long period of time, but to the very near past.
Do not force interviewees to do calculations.
Ask questions about things that are within the limits of the participants' personal experiences. For example: avoid asking women what they think their husbands think or do and vice versa.
Avoid questions that suggest the answers. The questions must be worded in such a way that they do not implicitly contain the answers, nor do they predispose or condition them in a certain sense.
They should not ask questions that are too intimate, that violate or annoy the interviewee or that force him to answer in a certain sense because admitting another alternative would leave him in an unsightly situation. If certain questions can be embarrassing or delicate, they should be placed among others that are more neutral and harmless. Sensitive topics should be dealt with at the end of the questionnaire, once possible barriers of mistrust that may be created at the beginning of the interview have been overcome.
Only questions that are directly related to the problem to be investigated will be included.
It should be avoided that the question is implicit in others of the questionnaire, since the case would be unnecessarily lengthened and complicated.
Respect a logical order in the sequence of the questions. They must be arranged in the questionnaire grouping in such a way that they intertwine harmonically. It is important to note that general questions should precede more specific or specific ones. The questions that open the questionnaire are of basic importance because it depends on whether or not they awaken the interest of the interviewee. These, in addition to being interesting, must be easy to answer, without implying any commitment for the questioned.
The embarrassing, personal, intimate questions, those that refer to the income of the interviewees and their studies and knowledge, should be included in the final part of the questionnaire, when the climate of tension has been overcome.
Tabulation plans should be taken into account in the selection of questions to include in the questionnaire, trying to simplify as much as possible and not trying to obtain excessive information in a single question.
In this sense, it is advisable to prepare the different tables in which the results of each question will be statistically collected while the questionnaire is being written. Coding the questionnaire
Once the questionnaire is designed and tested, we must code it before carrying out the field work, in order to avoid possible design errors. The coding of the questionnaire facilitates the tabulation of the resulting data and its subsequent analysis through a computer program.
Statistical sampling is applied to select a representative sample of the population.
Field work should be supervised by the researcher to avoid distortions. Data tabulation.
Once the field work was completed and with the completed questionnaires, the data obtained was statistically tabulated. Analysis of results and preparation of the report.
Finally, the tabulated data is analyzed and based on the results and conclusions, the final report of the investigation is written.
Determination of the type of survey to use
A question that arises for the researcher is what type of survey to use, therefore it is necessary to have some criteria to make the choice. The criteria have to do with the characteristics of the research, the technique itself, the sample, the sampling tasks and the interviewers. Characteristics of the research: The aspects to consider will be: Complexity of the information: when the information must be complex by nature, the telephone survey will not be the most appropriate since it uses short and simple questions. The home survey will be more appropriate because it can be longer and the interviewer will also be able to clarify the more complex questions. Pollster control: pollsters could invent the answers to the questionnaires,therefore, companies that carry out market research must control them. In home surveys, the respondent is asked for their name without surnames and their telephone number. If they are carried out in shopping centers, the interviewers can be observed. Using the CATI system, results can be obtained by pollster or moment of time in which the information was obtained, since all the data is recorded on the computer. Volume of information to collect: the greater the amount of information we want to obtain, the less advisable the telephone survey will be. The greater the information requirement, the broader the questionnaire and, therefore, the more advisable it will be to use postal or home surveys. Cost: the home survey will be the most expensive,the telephone and collection in establishments represent average costs and the postcard is going to be at least theoretically the one with the lowest costs. Facilities to collect information: the home survey is the one that involves the most effort to collect information. Pollsters have to move and that costs. The telephone and postal surveys do not require travel and this is minimal in the case of surveys in establishments or in the workplace. Ease of processing information: when postal surveys are carried out, at home or in establishments, the data must be recorded on a computer. On the contrary, the computer-assisted telephone survey allows that, as information is obtained, it is recorded on the computer. Urgency: The postal survey is very slow, the process takes almost a month.The telephone survey is the fastest and results can be obtained even in hours. The collection of information in the home survey will also be long, not only because of the time it takes to fill out the questionnaires but also because of the time used to travel. Temporality: there are consumer behaviors linked to time. The home survey is not timely at Christmas or in the summer. Neutral months are usually March and October. The telephone survey is more appropriate for any time of the year. The postcard is not recommended at Christmas due to the saturation of the mail services. Geographical area: when the investigation must be carried out in a wide geographical area, the home survey is slow and expensive.In these cases, the telephone and postal surveys are more appropriate, which allow reaching a greater number of places with a relatively low cost.
+ + +
Where EIC: evaluation of the impact of training, IT: total indicators, the rest of the elements of the formula were explained in the previous sections.
If EIC is less than 1 it is considered unfavorable
If EIC is greater than or equal to 1 favorable
Quarterly, compliance with the approved training plan is evaluated by the management of the labor entity, based on:
Compliance with the start and end of the planned training actions. The actual participation of the workers expected to enroll in each action and those enrolled.
Material, human and financial insurance.
The evaluation of the impact achieved in the entity's production and services process.
The main difficulties and measures to solve them.
The evaluation is carried out at the area level by their heads, assisted by the human resources department, which is then responsible for integrating the evaluation results of each area, conducts the evaluation at the entity level and presents it to the Board of Directors.
Taking into account the principle that training and development of human resources constitutes an investment and not a cost, each entity has to systematically evaluate its impact, based on the improvements produced with the introduction of knowledge, skills and techniques acquired by trained workers, in production and services.
The evaluation of the impact of training and development of human resources is expressed both qualitatively and quantitatively, based on, among other indicators, the following:
- fulfillment of the projected objectives for the training actions carried out; application in the production or service process of the knowledge, skills and attitudes acquired by the participants in the training actions; multiplication of the knowledge, skills and attitudes acquired in the training, by rest of the collective of workers; and transformations that originate in the production or service process.To carry out the systematic evaluation of the impact of the training carried out, each entity establishes its specific indicators, based on the general indicators established in the previous article. Once these indicators are established, they carry out a systematic control of their behavior, which allows them to establish comparisons,determine behaviors and trends and make decisions and actions to improve the training and development process of their human resources and ensure the return on investment they make in this activity.
The results obtained at each stage will serve to improve the training process of the organization in general and specifically of the human resources department, according to the problems that are diagnosed, a set of measures can be established with date, responsible and others data necessary to improve the deficiencies that appear in the training process.
The evaluation also makes it possible to draw up training plans according to needs and to set a budget that responds to these needs and enables the competitiveness of human resources to be raised, as well as the motivation of the staff.
2.3. Control phase. Control and feedback of the procedure
Training activities must be continuously analyzed and controlled. Precisely the evaluation of the impact of the training is one way of doing this, through which it is known whether it was effective with the courses taught. The control must be carried out in all the applied procedures. The way to control the procedure is to establish its application stages with the person responsible and the execution date. The control begins from the moment the procedure is applied, detecting the problems that may arise in the course of the investigation. Feedback mechanisms were established to detect problems.
The feedback process is of vital importance because it gives the possibility of improving the problems found in the application of each of the stages of the procedure, so as not to make the same mistakes in other designs or applications and to improve the present at all times. Each stage itself must be analyzed taking into account whether it was applied as designed.
CONCLUSIONS
- An analysis of the bibliography was carried out that allowed the updating and conceptualization of universal knowledge around new topics related to the impact of training and the training procedures that formed the theoretical framework of reference. A procedure was designed according to the characteristics of the University Center from Sancti Spíritus.
recommendations
- Apply the procedure in other companies to continue gaining experience in such a young topic. Dig deeper into the study of economic impact measurement.
BIBLIOGRAPHY
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University Center of Sancti Spíritus José Martí Pérez
School of Accounting and Finance
TITLE: Design of a procedure for evaluating the impact of the training of the cadres and their reserves at the Sancti Spíritus José Martí Pérez University Center
AUTHORS: Lic. Maydelin Orozco Garcia.
Lic. Daineri Aquino Carmenate.
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