Training of Trainers (ToT) programs are pivotal in elevating the proficiency of HR professionals by equipping them with advanced training skills and methodologies. In the context of Bangladesh, where the HR landscape is rapidly evolving, ToT provides significant benefits. This article outlines the impact of ToT on HR professionals in Bangladesh, emphasizing practical and evidence-based aspects.
1. Improving Training Quality and Consistency
Objective: Enhance the effectiveness and uniformity of training programs.
Evidence-Based Practices:
- Advanced Training Skills: ToT programs focus on developing instructional design, adult learning strategies, and assessment techniques. Research highlights that effective training improves learner outcomes (Guskey & Yoon, 2009). For instance, ToT equips HR professionals with skills to design and deliver training that meets diverse learning needs and organizational goals.
- Standardization: Consistent training methods ensure uniformity across an organization, which is critical for maintaining quality and compliance (Noe, 2017). In Bangladesh, this consistency helps in upholding training standards across various sectors and regions, crucial for organizations with multiple branches or departments.
2. Addressing Local Challenges and Needs
Objective: Adapt training content and strategies to the local context.
Evidence-Based Practices:
- Contextual Adaptation: ToT programs can be tailored to address specific local issues such as cultural nuances, regulatory requirements, and economic conditions. In Bangladesh, this customization is essential for addressing unique challenges (Khan & Rahman, 2017). For example, incorporating local labor laws and practices into training helps HR professionals navigate regulatory environments effectively.
- Regulatory Knowledge: ToT includes modules on local labor laws and compliance, aiding HR professionals in understanding and applying these regulations (Ahmed et al., 2019). This ensures that training programs align with legal requirements, reducing the risk of non-compliance.
3. Developing Leadership and Management Skills
Objective: Enhance the leadership and management capabilities of HR professionals.
Evidence-Based Practices:
- Leadership Development: ToT programs include leadership training, which is vital for HR professionals who need to lead and motivate teams (Day, 2001). Effective leadership fosters a positive training environment and drives organizational change.
- Management Techniques: Training in management skills such as budgeting, scheduling, and resource allocation is crucial for overseeing comprehensive training programs (Kirkpatrick & Kirkpatrick, 2006). This competency is essential for HR professionals managing large-scale training initiatives and ensuring their alignment with organizational objectives.
4. Boosting Employee Engagement and Development
Objective: Enhance employee engagement and support professional development.
Evidence-Based Practices:
- Engagement Techniques: Trained trainers are better equipped to use strategies that increase employee engagement, leading to higher participation and retention rates (Harter et al., 2002). For example, interactive and participatory training methods foster greater involvement and application of new skills.
- Career Development: By improving their training capabilities, HR professionals can offer more effective career development opportunities, contributing to employee growth and retention (Wright & Nishii, 2013). ToT programs enable HR professionals to design development programs that align with career progression and organizational needs.
5. Facilitating Organizational Growth and Competitiveness
Objective: Support organizational growth and enhance competitive advantage.
Evidence-Based Practices:
- Growth Support: Effective training contributes to organizational growth by improving employee performance and skills. ToT helps HR professionals develop training programs that drive organizational success and adaptation to market changes (Barney, 1991).
- Competitive Advantage: Organizations with robust training programs gain a competitive edge by developing a skilled workforce. ToT equips HR professionals with the tools to create training that meets industry standards and supports strategic goals (Pfeffer, 1994).
Conclusion
Training of Trainers (ToT) is instrumental for HR professionals in Bangladesh, providing them with the skills and knowledge needed to deliver high-quality, contextually relevant, and effective training programs. By addressing local challenges, developing leadership and management capabilities, and boosting employee engagement, ToT enhances the overall impact of HR training initiatives, supporting organizational growth and competitiveness.
References
- Ahmed, S., Hu, J., & Reza, M. (2019). Labor Law Compliance and Employee Relations in Bangladesh. Journal of Workplace Rights, 23(2), 123-145.
- Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.
- Day, D. V. (2001). Leadership Development: A Review in Context. The Leadership Quarterly, 11(4), 581-613.
- Guskey, T. R., & Yoon, K. S. (2009). What Works in Professional Development?. Phi Delta Kappan, 90(7), 495-500.
- Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-Unit-Level Relationship between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis. Journal of Applied Psychology, 87(2), 268-279.
- Khan, M. H., & Rahman, M. (2017). Challenges and Opportunities in HRM in Developing Countries: A Study of Bangladesh. International Journal of Human Resource Management, 28(12), 1485-1504.
- Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating Training Programs: The Four Levels. Berrett-Koehler Publishers.
- Noe, R. A. (2017). Employee Training and Development. McGraw-Hill Education.
- Pfeffer, J. (1994). Competitive Advantage through People: Unleashing the Power of the Workforce. Harvard Business Review Press.
- Wright, P. M., & Nishii, L. H. (2013). Strategic HRM and Organizational Behavior: Integrating Multiple Theoretical Perspectives. The Academy of Management Annals, 7(1), 407-453.
