Bob Rosner provides tips to human resource managers on how to formulate a training plan for employees. The article acts as a road map that should help the managers to avoid misusing important resources on training programs that do not yield good results.

Bob notes that several issues need to be considered when creating a training program. Reason for training is one of them. It helps in creating a program that rectifying problems without causing misunderstandings. Managers should consider solutions used previously apart from training because some problems may be a recurrence of past issues in a company.

Personnel managers ought to evaluate results that will be realized from the coaching program, budget and time restrictions as well as the trainees. Background and training status in the organization should also be considered.

For a training program to be effective, it should be aimed at educating the lower-level, middle-level and upper-level employees. This ensures that leaders at all levels have the skills and knowledge required to advance and enhance behaviors so that their juniors can emulate them.

When planned and executed properly, a training program will have more benefits than the costs. Therefore, managers should focus on not just knowledge, but ensuring that people understand the importance of the training program. This boosts their morale and dedication.

However, the article acknowledges that training might not be effective the way people are made to perceive and believe. This is because it concentrates on manners and skills of an individual which are in a person and are usually difficult to change.

Thus, if the motive and results of a training program are not evaluated critically, training might be ineffective for some institutions and in some cases. As such, the human resource managers should understand that training should bring change. This can be achieved by improving proficiency of individuals to enhance efficiency and bring the desired changes.