Requirements in Human Resource Training Evaluation

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- Are the costs and efforts involved in training worthwhile and reasonable?

- What is the final result for the organization?

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Evaluation of training results is assessed through quantitative indicators.

+ Average training cost per employee

+ Labor productivity

+ Revenue and profit earned per unit of training investment cost

It is also expressed through qualitative indicators such as changing quality.

amount of work completed after training, change in human resource awareness, raise awareness and responsibility for assigned work, increase job satisfaction...

After implementing the training program, it is necessary to evaluate the training program to see whether the program has achieved its objectives, to what extent, what has been done and what has not been done in the training program. On that basis, solutions are proposed to overcome and improve the training programs. Evaluation of training effectiveness mainly determines the training results or the amount of knowledge and skills that the trainees acquire from the course and the ability to apply the knowledge and skills to the work they undertake. The information collected from the results of the training effectiveness evaluation helps leaders find out the points that need to be adjusted and improved in the training program.

The stage of evaluating training effectiveness plays a very important role. Therefore, finding a model to accurately evaluate the effectiveness of a training program is always of interest to training managers. Because it not only helps the organization evaluate the professional capacity, expertise, skills, and qualifications of human resources before and after training, but also helps the organization discover lessons for the next training course. In addition, evaluating the results of human resource training also aims to draw out limitations and weaknesses (training program content; training organization) and make timely adjustments.

1.2.4.1 Content of human resource training assessment

According to Hoang Van Hai and Vu Thuy Duong (2010), human resource training evaluation can be based on considering:

a. Assessing student learning outcomes

Evaluating human resource training through assessing learners' learning outcomes is essentially determining what knowledge and to what extent the human resource has acquired after the training program. This evaluation can be done through tests such as:

- Interview: Use different types of questions to test learners, focusing on open-ended questions, which are questions whose answers can be in the form of an opinion or a comment to test the learner's general knowledge;

- Multiple choice: Through multiple choice questions of true - false, yes - no, choose the correct answer... to test knowledge, intelligence, communication skills... of learners;

- Report in the form of topics and projects: Learners can choose or be assigned a problem that needs to be solved in the organization. Using the knowledge they have been trained in, learners need to build arguments for that problem. Project topics are considered on a scientific, practical and legal basis, and are evaluated for their reasonableness, feasibility and effectiveness;

- Handling situations: real situations or hypothetical situations are presented for learners to find answers. The learner's decision in building and choosing an answer will assess the learner's ability.

On the one hand, assessing learning outcomes helps organizations understand the learning situation of learners, and on the other hand, helps learners know the level of knowledge they have as well as the knowledge they lack that needs to be supplemented. However, this assessment method only reflects the surface and does not reflect the actual results of training, so it is necessary to assess the performance of human resources after training.

b. Evaluate the work performance of learners after training

The performance of trained personnel accurately reflects the results of the training program. It can be assessed through the following parameters:

- Labor productivity;

- Quality of work;

- Sense of responsibility;

- Efficiency of machinery and equipment usage;

- Working style;

- Spirit of cooperation;

- Behavior, work attitude...

c. Evaluate the content of human resource training programs

In addition to evaluating the results from the learner side, after each course, it is necessary to evaluate the content of the training program to see if each content is suitable for the ability, awareness and level of the trained human resources. If it is suitable, it should continue to be promoted. If there is any content that is not really suitable, it is necessary to promptly propose measures to overcome, adjust and draw experience for the next training courses. Evaluation of training program content focuses on the following issues:

- Are the training objectives set out as desired by the organization?

- Is the program content relevant to real work?

- Has the teaching method been optimized? Does it promote the initiative and creativity of human resources in the learning process?

- Are the training results worth the cost in money and time for the organization and the learner?

1.2.4.2 Requirements in evaluating human resource training

- Ensure objectives: Staff participating in the assessment must not forget the main purpose of the training program and the initial requirements set for the trainees.

- The assessment must be feasible: The assessment must be feasible, with reasonable costs and time.

- Continuous, regular assessment

- Ensure objectivity: Evaluators must have a truly receptive attitude, abandon all subjective judgments, and cannot have any personal interests in the evaluation.

Evaluation of human resource training is the final activity in the process of conducting human resource training. This evaluation allows to measure the effectiveness and benefits obtained in the previous training stage, provides standards and basis for effective operation, and is also an important step to determine the method of modifying and perfecting human resource training in the next stage.

1.3 Factors affecting human resource training in organizations

1.3.1 Subjective factors

1.3.1.1 Human resource situation of the organization

Human resources are both the subject and the object of training. The quantity and quality of the organization's human resources determine the scale and needs of training. How much training, who needs to be trained, and what training must be based on analysis and research on the quality of the organization's existing human resources, compared with job requirements, and based on the training needs of the personnel themselves. On the other hand, the human resource structure (age structure, gender, professional qualifications) also has a significant impact on training. Organizations with a high proportion of young workers have greater training needs than organizations with a low proportion of young workers and vice versa. This is due to the psychological characteristics of human resources: the older the employee, the lower the need for training. Organizations with a high proportion of women have lower training needs than organizations with a low proportion of women and vice versa. Because women often have to spend more time and effort on their families than men, they have fewer opportunities to participate in training than men.

1.3.1.2 Organizational administrator's perspective

The manager's perspective plays an important role in whether or not to train human resources. Managers need to know how to comment, evaluate and assess the actual situation in the organization at present and in the future. From there, they have decisions and training plans to suit the requirements of the job.

1.3.1.3 Human resources for training

The awareness of the staff of civil servants doing training work is a fundamental factor, which is decisive for the results of training and development activities. Characteristics are the viewpoints and visions of the leaders: If the leaders are interested in human resource training: Directing the implementation of recruitment and training programs, innovating remuneration policies, regularly and closely inspecting and evaluating the training process... then human resource development policies will fully exert their effects.

1.3.1.4 Financial capacity of the organization

The budget for human resource training has a significant impact on the quality of the training program. Training requires funding to be implemented. The source of training funding is a decisive factor in the number of civil servants trained. This funding is often provided by the State (only for civil servant training); funding from public service units (for civil servant training); contributions from learners (if the training facilities are public service units with partial financial autonomy); support from programs and projects... This funding source can be taken from the organization's training and development fund, can be contributed by human resources and from funding sources of projects.

If the budget for training is large, the organization's human resources have many opportunities to participate in advanced training courses, which means that the organization fully meets the training needs of employees, and at the same time, the organization also has many opportunities to choose specific training programs and the best training methods. On the contrary, if the budget is limited, even if the training program is reasonably built, it will not achieve the training goals, making it difficult to build and implement the training program.

such as not being able to train enough for the needs, or having to choose a training program that is not the best to save money. Thus, the source of funding for training affects the entire human resource training process in the organization. However, a large source of funding is only a necessary condition for implementing the human resource training process well, in fact the effectiveness of training depends on many other factors.

1.3.1.5 Organizational facilities

Besides funding, facilities for human resource training also affect the quality of the training program.

The system of facilities and equipment serving the training work affects both the planning and implementation stages of the training program. If the system of facilities and equipment is adequate and of high quality, it will create favorable conditions for the implementation of the training program to achieve high results. Conversely, if the facilities are not good or lacking, it will greatly limit the training activities; it may even be impossible to carry out the training activities.

1.3.2 Objective factors

1.3.2.1 State policy on training human resources for ethnic work

Up to now, most of the State's policies on training program frameworks are still applied nationwide, regardless of profession, position, civil servants, Kinh or ethnic minority. The training programs are not really suitable for cadres working on ethnic affairs. Some programs are both difficult to understand and not really useful for human resources working on ethnic affairs, so it is easy to cause boredom during the training process.

1.3.2.2 National characteristics of the country

The number of ethnic minority human resources is quite abundant, however, the ability to integrate internationally and domestically is still very limited, life skills have not been perfected and are not suitable for the general development of society, due to difficult and complicated residential conditions, many civil servants and public employees living in residential areas live isolated from the outside, have few opportunities to interact while infrastructure and social services are not yet developed, language barriers, low education level, difficulty in self-adjustment

to adapt to the ever-changing new environment. This causes a huge barrier in training and developing human resources in ethnic and mountainous areas in general and of some ethnic minority groups in particular in the organization.

Along with institutional barriers, the lack of extroversion has reduced the opportunities for ethnic and mountainous human resources to access and integrate into the dynamic market economy. These factors have limited the initiative, creativity and adaptability of ethnic and mountainous human resources in the working process.

1.4 Experience in human resource training in some organizations and enterprises and lessons for the Ethnic Committee

1.4.1 Experience in human resource training in some organizations and enterprises

1.4.1.1 Experience of Central Dermatology Hospital

The Central Dermatology Hospital is a leading public hospital specializing in dermatology. In recent years, in addition to promoting medical examination and treatment business activities, the Hospital has focused on training and fostering professional capacity, creating conditions for doctors and nurses to study and take exams to increase their salary.

Regarding the training method, currently at the Central Dermatology Hospital, the training of medical staff and doctors working at the hospital applies the on-site instruction training method, which is that medical staff and doctors both observe the instructors and can practice the work. For the medical industry, this is a quite effective method because it will help learners remember how to work quickly, is practical and less costly. These new medical and doctor instructors are often internal hospital staff, they are highly skilled and have a certain level of understanding of the field of dermatology and the hospital where they are examining and treating.

During the process of working at the hospital, due to the nature of the medical industry, which is always updating new specimens, suitable for each stage of the patient, medical staff and doctors working at the hospital are also retrained in their skills to meet the level of expertise, or will be trained when the hospital imports new equipment and machinery. In particular, at

The hospital also sends medical staff and doctors to training not only to learn knowledge but also to improve their skills and experience to further improve their lives.

For indirect human resources at the hospital, for doctors and nurses who wish to study in college and university, the hospital always creates the best possible conditions in terms of time for them to participate in studying, improve their qualifications and complete their tasks well at the hospital.

Every year, the hospital has been preparing for future high-quality human resources by creating conditions for students with good academic results to come to the unit as interns. After completing the course, the hospital retains students with good academic records.

1.4.1.2 Experience of Vincommerce General Trading Service Joint Stock Company

Vincommerce is a member of Vingroup. Vincommerce produces and distributes popular general services in Vietnam. Vinmart, VinecoVinpro, ... are typical examples when mentioning Vincommerce. The company always focuses on training and improving the cultural level, skills, and application of advanced science and technology in production for employees in the company. In particular, the company has incentives combined with appropriate support policies to raise the awareness of self-learning culture of human resources such as:

- The employee's right to attend school, in terms of time, is not deducted from production and business time, work time. If studying after hours, they must be taken care of materially and mentally depending on the conditions of the business.

- During the learning process of employees, if they achieve excellence and progress, it will be included in the reward regulations for rewards, including special rewards for employees with good learning.

- Regularly provide financial support for employees to attend school to create conditions for them to actively study and achieve their academic goals, and thereby also encourage other employees to participate in training.

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