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Security Management
home page > Unit 6: Training
Developing programs (continued):
Can also scan external environment. "For example, the risk management of legal department could examine existing and future liability issues to determine training needs." Might also compare to similar organizations in the area, or refer to professional associations and organizations affiliated with the security industry such as the ones we've already looked at.
Process can be very formal, time consuming, involving use of a variety of tools (including surveys, interviews, focus groups, etc). Can also analyze data such as letters, grievances, performance records, etc. as well as imply paying closer attention to employee concerns. Some researchers, such as Tracey and Tews, have called for also examining personal issues and external factors, since they may well affect individual's ability to benefit from the training.
Training proposal:
written after needs analysis. Documents need for and purpose of training program:
- statement of need
- who it's intended for
- content -- detailed
- length of program
- trainers used
- location
- resources needed
- measures used to evaluate
- follow-up
- Program Delivery
type of training and delivery techniques needed should coincide with what needs analysis found - Training Assessment
must have benchmark measure of the worker's skills before the training in order to assess the program's success. In assessment, can measure:- how trainees felt about the program
- test new skills
- see how well they are being used on the job
- measure impact of the training on the company.
Factors to include range from
types of trainers (employees or outside contractors), room set
up, length of the training day, scheduling, etc. Also need to
consider how to motivate the person being trained.
Legal Issues
in Training
once again, we see that legal liability can be one of the major
incentives to train. "negligent failure to train" can
be a cause for action -- assumes the organization has affirmative
duty to train employees. Plaintiff must show that:
- organization had duty to train
- breached duty to train
- led to a proximate cause between failure to train and resulting injury or harm
- damage, injury or harm to plaintiff resulted.
L:Level of duty to train is often vague -- one of easiest ways to prove failure to train is to show the organization violated existing laws.
Can reduce liability by training,
demonstrating training is effective, and properly documenting
all activities.
