HRMN 406: Employee Training and Development

HRMN 406 at the University of Maryland Global Campus (UMGC) examines employee training and human resource development in various organizations. HRMN 300 is the listed prerequisite.

Students find it manageable in theory but tricky in application, because a convincing plan must show how training meets a real need and how its results will be judged.

What HRMN 406 Covers

• Development, administration and evaluation of training programs.
• Employee development and career development.
• Organizational change.
• Assessment of employee competencies.
• Opportunities for learning and growth.
• The roles of managers in employee development.

Key Concepts Explained

Needs Assessment

Before designing, find the gap between current and required performance. Sources include performance data, interviews and task analysis.

Objectives and Evaluation

Write objectives as observable performance. Match each to an evaluation method, such as a skills check or a follow-up on-the-job measure.

Manager's Role

Development succeeds when managers support learning, give feedback and create chances to apply it. Include their role in your plan.

Typical Assignments and How to Approach Them

Where Students Get Stuck

• Vague objectives. Use measurable verbs.
• Skipping evaluation. Decide how you will know it worked.
• Ignoring the manager. Show the support after training.

Study Tips for HRMN 406

• Practice writing three objectives for a short course.
• Keep an outline template for training proposals.
• Connect development to career paths in the organization.

Writing a Complete Training Proposal

A training proposal is persuasive writing for a skeptical reader, usually a manager who must approve the time and cost. Write it as if that person will ask, "why this, and how will we know it worked?"

Make the Case with Evidence

Use performance information, feedback or task analysis to show the gap. Avoid saying "employees need training" without showing which behavior must change and why.

Choose Methods for a Reason

Explain why a method suits the content and learners, such as practice with feedback for a skill, or reading and discussion for knowledge. Then describe how you would check learning, behavior and results.

Planning Your Work

1. Draft the need statement before anything else.
2. Write objectives with observable verbs.
3. Match each objective to a method and a measure.
4. Add one line on how managers will support the transfer of learning.

Mistakes That Cost Marks

Training proposals share common weaknesses. Use this list when you revise.

Using Sources Well

Use the course text for training design models and cite it when you explain each stage. Support claims about effectiveness with scholarly sources, and be careful not to overstate what research shows.

A Sample Outline

A training design paper can use this outline.

1. Show the performance gap.
2. Set objectives.
3. Describe content and method.
4. Plan delivery and logistics.
5. Plan evaluation.
6. Describe manager support and follow-up.

A short table that links objectives, methods and measures can replace several paragraphs.

Turning a Vague Objective into a Usable One

The second version tells the reader what to observe, which makes the evaluation plan almost write itself. Rewrite each of your objectives this way before you add content or methods.

Discussion Posts and Short Responses

Short posts work best when they offer one clear example from a workplace you know, one idea from the reading and one question that invites replies. When you answer classmates, add something new, such as an alternative evaluation method or a risk they have not mentioned, rather than only agreeing.

Before submitting, check that your need, objectives, methods and evaluation line up like links in a chain. If a reader can pick any objective and find the method and measure that match it, your proposal is coherent. If not, fix the gap before polishing the wording.

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