Arrange the following steps of training and development process in the right sequence: a. Need analysis b. Validation c. Evaluation d. Implement the programme e. Instructional design
a, e, b, d, c
Training and development is carried out as a logical cycle in which each step depends on the one before it, so the order matters.
It begins with a need analysis (a), which compares the performance the job requires with the performance actually shown and pinpoints the gap that training must close. Only once the gap is known can the content, methods and materials be prepared, and that is the instructional design stage (e).
The designed programme is then tried out and confirmed in validation (b) - a check, often on a pilot group, that the programme actually teaches what it is meant to. After it is validated, the programme is delivered to the full body of trainees in implementation (d).
Finally, evaluation (c) judges the results - whether learning took place and whether it transferred to the job - and feeds back into the next cycle.
So the steps run need analysis, instructional design, validation, implementation, evaluation.
Hence the correct sequence is a, e, b, d, c.
Similar Questions
Following steps are undertaken for developing a workforce score card.
(a) Identify critical and carefully defined outcome measures.
(b) Translate the measures into specific actions and outcomes.
(c) Identify high and low performing employees.
(d) Develop and communicate detailed description of what is expected.
(e) Develop supporting HRM and measurement systems.
What is the correct chronological order of these steps ?
Which one of the following methods of performance appraisal involves ranking employees from best to worst in a particular trait?
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The Chairman astonished HR leaders by announcing the company’s discontinuation of annual reviews, substituting them with immediate feedback, goal-oriented coaching and weekly incentives. This transformation, once considered heretical, has gained widespread acceptance: around one-third of U.S. companies, including Adobe, Deloitte, GE, Microsoft and PwC, have transitioned from inflexible annual evaluations to regular, informal assessments. Conventional performance evaluations, previously effective for determining compensation and recognizing talent, have evolved into expensive, bureaucratic processes that are unpopular among both employees and managers. Critics contend that they prioritize historical conduct over prospective development, hinder collaboration and do not fulfill commercial requirements. Originating from the military’s merit rating system, performance appraisals have transitioned between accountability and development, influenced by variables including inflation, compulsory ranking at GE, executive compensation reforms and the competitive pursuit of talent. Currently, low inflation, streamlined organizational structures, agile work methodologies and the necessity for ongoing innovation have made annual reviews redundant. Organizations are currently emphasizing agility, collaboration, and personnel development, concentrating on continuous dialogue and immediate objective. Despite ongoing challenges-such as bias, salary discrepancies and inadequate supervisor training-organizations that implement continuous feedback mechanisms experience enhanced satisfaction, superior coaching and greater alignment with corporate objectives. The transition signifies a necessity: performance management must adapt to cultivate future talent.
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Choose the correct answer from the options given below :
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B. Annual reviews are now seen as promoting collaboration and innovation.
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D. Annual evaluations originated from executive compensation reforms.
E. Current organizations emphasize agility, collaboration and personnel development through continuous dialogue.
Choose the correct answer from the options given below :
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Match List - I with List - II.
List - I
(Concept)List - II
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What replaced annual reviews in the company, as announced by the Chairman ?
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Choose the correct answer from the options given below:
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Following steps are undertaken for developing a workforce score card.
(a) Identify critical and carefully defined outcome measures.
(b) Translate the measures into specific actions and outcomes.
(c) Identify high and low performing employees.
(d) Develop and communicate detailed description of what is expected.
(e) Develop supporting HRM and measurement systems.
What is the correct chronological order of these steps ?
Which one of the following methods of performance appraisal involves ranking employees from best to worst in a particular trait?
