Enhancing training effectiveness for organizations through blockchain-enabled training effectiveness measurement (BETEM)

PurposeDue to technology advancement or transparency in system, there is a constant inflow and outflow of technology in the business for transparency and efficiency. To seize a competitive advantage, companies have emerged new technological solutions to respond to the change in the organization environment. There is a surge in the requirement of learning opportunities and effective training programs in the organization. The current study has been an effort to understand the potential of blockchain technology that can create better training evaluation.Design/methodology/approachThe electronic-Delphi (e-Delphi) method has been conducted by recording the final consensus and to find a balance for implementation of blockchain technology and measuring training effectiveness. The current research is one of its new types where blockchain-enabled training effectiveness measurement (BETEM) model has been formulated using a qualitative approach.FindingsThe study has considered human resource (HR) professionals as the experts and based on their responses, the formulation of theoretical network model has been structured using e-Delphi–BETEM (e-DLH–BETEM) approach. By critically examining the experts’ responses and comments, the study formulated the four major themes and 11 subthemes for the smooth functioning of the BETEM for an organization.Research limitations/implicationsThe research aims to aid innovations in BETEMs model for training evaluation. The model will contribute incrementally toward the complete transformation of the training development programs of employees. The goal of BETEMs is to ensure that organizations, specifically HR personals can prepare themselves to have competitive advantage by using blockchain technology.Originality/valueThe application of blockchain technology in measuring the training effectiveness is an addition to existing literature as majority of existing studies have studied the use of technology for measuring training effectiveness.

Ownership-based asymmetries in training evaluation practices of call centres

Purpose The purpose of this paper is to explore the underlying asymmetries in training evaluation practices of call centre (CC) firms based on their “in-house” and “subcontractor” ownership heterogeneity. Design/methodology/approach The data for this qualitative inquiry were collected from key informants of 13 different CCs in Pakistan through semi-structured interviews. Findings The findings revealed various asymmetries in training evaluation practices among in-house and subcontractor CCs based on five different dimensions of two renowned training evaluation frameworks. Practical implications Training evaluation professionals can benefit from training evaluation methods identified in this study for measuring training evaluation practice and advancing future research. Originality/value This study has theoretically contributed to the existing research on firm heterogeneity and human resource management by focussing on training evaluation practices in CCs.

Testing Tools and Evaluation of the Efficiency of UAV Personnel Training According to Kirkpatrick Model

An important field in the process of unmanned aerial vehicles operation (UAV) is the system of training operators and technicians. The article presents methods for measuring and evaluating the effectiveness of training systems using the Kirkpatrick model. This model has been used in the study of the flight crew training system and presents the possibility of its use in the training of unmanned aircraft personnel. The study presents tools and methodology for measuring training effects at individual levels of the Kirkpatrick model.

Bhutan: Measuring Employee Training Effectiveness

The public sector of Bhutan—as in many developing countries—budgets substantial funds for capacity building and training, and in the case of one of the ministries in the government, the investment is not evaluated for effectiveness. This case looks at the effectiveness of the existing training programs of that ministry and recommends necessary policy and regulatory changes to improve training processes. The model of measuring training effectiveness developed by Donald Kirkpatrick in 1959 (known as the four level model) was used; the data for the study was collected from two sets of questionnaires. One set was from the employees who have undergone some form of training in the last three years and the other from the manager of these employees. A total of 92 employees and 23 managers responded positively to the survey. The conclusion of the study established that there is ample room for the ministry to improve their training effectiveness – and this point is true for many relatively underdeveloped emerging markets in Asia that are similar to Bhutan.