Select an individual to interview in your workplace training experience or someone you know in a workplace training experience and provide a summary of the interview.

Select an individual to interview in your workplace training experience or someone you know in a workplace training experience and provide a summary of the interview.

In a 4 – 6 page report, address the following questions:

    1. Why did you select this individual to interview, what is their job title and how long have they been in the role?
    2. In the interviewee’s opinion, why was the training conducted?
    3. Did the interviewee feel the training contained clear objectives, were these shared with participants?
    4. Was the interviewee’s supervisor included in the training? Why or why not?
    5. What was the interviewee’s initial feeling when notified of the training?
    6. Does the interviewee feel there were changes in attitude, performance, or behavior by them or their co-workers (if applicable) as a result of the training?
    7. Was there any follow up by the training facilitator or supervisor in the weeks or months following the training?
    8. Does the interviewee feel additional training is needed?

Keep in mind that your report should be free from spelling and grammar errors.



Aguinis, H. (01/2012). Performance Management, 3rd Edition. [VitalSource Bookshelf Online]. Retrieved from 


Pertains to the Below:


Talent Management Programs

Talent management programs address the through-flow of the employment life-cycle; talent management program focus on both employee performance evaluation and employee development. It is through talent management programs that employee development initiatives are developed, implemented, executed and measured. This module will explore the valuation of employee development programs through Kirkpatrick’s 4-step model, probe the connection between employee performance and the performance of the organization, and examine S.M.A.R.T. goaling as a metric for employee development.

Because employee development programs can be costly for organizations, the Kirkpatrick Model serves as an excellent evaluation tool in helping organizations and their supervisors and employees to consistently evaluate for effectiveness and determine the return on investment of implementation. According to the American Society for Training & Development, (ASTD) the idea behind the model is for an organization to have meaningful evaluation of learning and development in the organization. The degree of difficulty increases as you move through the levels. However, the knowledge learned regarding the effectiveness of the training program more than compensates for this.

Kirkpatrick 4-Level Model of Employee Development

Employee Performance and Organization Performance

One reason why employee developmental programs are so important is because there is a connection between employee performance and the performance of the organization. When an organization determines that it is not performing systemically, it is necessary to critically analyze the performance of its employees.

According to author Michael Hardy, a methodology called cascading helps in establishing a clear link between the organization’s goals and employee performance to help employees better understand how their work contributes to the organization and encourage them to do their best. Possessing a fully engaged workforce will enable an organization to remain competitive. Engaging employees is the very platform on which talent management programs are built.

Both the organization and employees alike play a critical role in connecting employee performance and organization performance through a series of questions:

Talent Management Strategic Inquiry

Organizational questions Employee personal questions
  1. In the areas of organizational improvement needed what components are linked to human capital performance?
  2. What is the organization prepared to do to close any gaps between organizational performance and the performance of employees? Do we build (train) or do we buy hire new talent)?
  3. How will the organization incorporate dimensions of its strategic plan in employee performance evaluation?
  4. What methods are in place for employees to share ideas on organizational performance improvement?
  5. How will the organization measure any employee development program initiatives?
  1. How do my tasks and functions contribute to the strategic plan of the organization?
  2. How do I continuously identify new and innovative methods that will contribute to the organization’s goals?
  3. How do I use personal industry knowledge to foresee issues and identify solutions to problems proactively?
  4. Am I keeping abreast of industry trends relative to my position as well as sharing these trends willingly with my supervisor?


Human Capital Goals and Performance Outcomes

An outcome is the end result of an initiative. Think of an outcome as the result of something. In this context, an organizational performance outcome is what happens as the result of a implemented plan of action. In conjunction with implementing an employee development program, many organizations find the introduction of S.M.A.R.T. goals a viable option in consistently measuring programmatic performance.

S.M.A.R.T. goals are beneficial for both the organization and the employee. The acronym S.M.A.R.T. stands for:

S – Specific

M – Measurable

A – Achievable

R – Relevant

T – Time-bound

SMART Goal Example: Implement a new performance management system for Classified Staff, A& P Faculty, and University Staff (Specific) using clearly defined processes and guidelines (Measurable) so employees and managers can more competently evaluate performance and develop their careers (Achievable & Relevant) by August 1, 2009 (Time-bound).

S.M.A.R.T. goals not only clearly identify performance objectives, but also detail the expected outcome. An organization should be able to concisely link its performance with that of the performance of its employees.

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