The factor of human resources training

2.4.1 Identify training needs

The first step in the training plan is to identify the training needs. That is the de-termination of a systematic and objective about things like when, in certain parts need training, what training skills with the number of how many?

To determine training needs to conduct analyzes three main levels (Coverstone, 2003) : organizational analysis, job analysis and human analysis. These analyzes are used to draw targeted for training programs.

• For organizational analysis, the manager should find out where the training is needed and what factors affect the training. The manager should carefully con-sider the goals of organization, the result, the general trend and performance

in-dicators. The manager must also understand the limitations of the organization so that they can arrange training activity to fix these limitations.

• For job analysis, the question is about what should be taught in the curriculum so that after training, people can perform their work more effectively. The an-swer requires carefully analytical work with various methods such as interviews, questionnaires analytical work with various methods such as curriculum so that after training, people can perform their work more effectively.

• For human analysis, the question is to identify who need training for their work.

Thus, the manager should compare the results of individuals, groups, or units based on job requirements. Many businesses also apply the self-assessment sys-tem to address employees who need training for their jobs.

2.4.2 Define training objectives

As the determination of the results to be achieved by training programs. Includes skills need to be trained specifically through the analysis of three factors in the determi-nation of whether or not the training needs and skill levels achieved after training.

Object selection and training is the right choice people need training to suit the needs and objectives of training, because if people choose not to train properly will cause waste of time and money while low efficiency of training and even meaningless (Cole, 2002).

The basis for accurate selection of trainees include (1) Consistent with the ob-jectives and content of training courses. (2) Effects of training for workers and job per-formance. (3) The level and learning ability of employees. (4) The demand for training and motivation of workers.

When conducting the selection should consider personnel file, evaluations con-ducted evaluation of the direct manager, the prospects of the workers to be able to make the right decision when choosing.

2.4.3 Develop programs and selected training methods

The training program is a system of courses and lessons are taught, shows the knowledge and skills that should be taught and how long training period.

Organizations should consider the selection of training programs internally or externally. The training program will be more expensive outside the internal training program.

For the enterprises themselves provide training programs require institutions to invest more time and effort (Baldwin, & Holton, 2003). When construction is notewor-thy to consider the following issues: The premise when designing a training program to note the best learning methods for inclusion in the training plan. Because learning objects are those who have been working, not continuous learning should study care-fully the characteristics of learners to offer training programs most effectively (Ki-nicki, & Kreitner, 2007) .

On the other hand, it should determine whether the training can train or not, whether they are capable of learning and motor learning. May do so by providing the audience a quiz results or simulation work and see the ability to research documents and perform skills like (Kinicki, A. & Kreitner, R. 2007) .. This work is increasingly interested businesses before construction of a training program. To assess motor learn-ing object should see the level of concentration on the job and career plan. After ensur-ing satisfy the premise of the study is to create a trainensur-ing environment to ensure the following: These people are trained to learn each part separately from the simple to the complex travel magazine, remove the contents of the training in sections until done competently. Environment finest training must have good lighting, adequate facilities to cater to the learning process ...The training program also includes the development of training materials. Contents of the document should have the effect of encouraging learning and remembering information. Such documents should give the example il-lustrated and accordingly, in addition to stating the objectives of the document and provide a summary. Finally, it should develop specific targets, although challenging, but well-trained people can achieve a higher level of results or better the thorough training materials. Should encourage people trained up common goals, record their achievements, ensuring more applicable skills of their training.Ultimately, the choice of appropriate methods of training in these methods.

2.4.4 Estimated cost of training

The cost for the training of human resources includes direct costs and oppor-tunity costs. Which direct costs include salaries for instructors, the cost to the employ-ees, the cost of materials, books, location, cost of organizing training courses, man-agement and recovery costs other service. Also opportunity costs include: The cost of not performing the work in study time, because the product costs down during practice (Guest, D. E. 1997). Training costs decide the selection of the training plan and have a huge impact on the effectiveness of the training of human resources. Therefore, train-ing costs have been carefully calculated to match the traintrain-ing objectives and financial viability of the business, proportionality between the cost of money and the results ob-tained. Simultaneously manage and timely adjust cost using training to ensure no waste and high efficiency (Gary, Dessler. 2007).

2.4.5 Selection and training of instructors

The quality of the teaching staff have a huge impact on the quality of the train-ing (Kraak, A. 2005). Based on the objectives, contents and methods of traintrain-ing and trainees can choose instructors who are officials in the enterprise concurrently payroll or outsource instructor is a lecturer of universities, colleges, centers. For the instructor is part-time officers shall have the advantage of knowledge of the actual work, the use they will cost more. However, the drawback is that they limit in updating knowledge, ability to impart knowledge is not high, interrupted the work of instructors (Kinicki &

Kreitner, 2007).

For instructors hired from outside, has the advantage of their knowledge sys-tematically, always updated with new knowledge and teaching skills. But restrictions are costly, possibility knowledge of their actual work limitations than skilled workers.

Kraak (2005) suggested each instructor source has advantages and disadvantages, so that instructors can incorporate those outsourced and part-time staff to achieve the best results. After selecting the instructors should conduct training, provide them with information about the target audience and the content of training, as well as the training needed to enable them to develop the highest efficiency in the work teaching.

2.4.6 Program evaluation and training results

After the implementation of the training program should have the evaluation to draw the face done, not done, have the experience to training increasingly better im-proved.

Training programs are evaluated by criteria such as: Target training programs have done it? Strengths and weaknesses, economic efficiency by comparing the costs with the benefits that the program offers (Kraak, 2005).

Using the survey method using questionnaires, interview sample, observations or ask people to be trained to do the test ... to assess the results of the training program.

The results as: Results awareness, learner satisfaction with the program, the ability to manipulate reality, the behavior change in a positive direction.