From the perspective of the company, investments in training should increase efficiency and the bottom line. In times of economic downturn due to uncertainty and competition, companies have to invest in training to ensure their survival. But how can management ensure every training dollar produces tangible results and measurable benefits? Because of time and the many contributing success factors in an organization, it is important to measure the quality of the training process instead.
Source: ISO 10015:19999 Quality Management - Guidelines for Training
(within the ISO 9001 family of quality assurance and quality management standards)
Quality Checkpoints of Training Process
To ensure training investment increases the company’s bottom line, there are several checkpoints for a company to measure and monitor the training process
Case Study
Sona Koyo Steering System of India, Ltd., a joint venture company of the Koyo Seiko Company, Japan, is a company that has benefited from implementing ISO 10015. Not only has it achieved national recognition as the company that has obtained both the "Best HR Strategy in line with Business" and the "Innovative Retention Strategy" awards, the company has also been able to demonstrate with quantifiable data that "employee development opportunities can be an effective means of retaining employees [and] achieving a record low employee turnover rate of 6.5 % in financial year 2007- 2008" compared to the industry average of above 15% for the same period (see ISO Management Systems, March-April 2009). This represents significant savings on recruitment costs, operational impacts and other employee turnover expenses.
Source: The report "Survey on Training Quality Management in Europe:
Need for Improvement" in Nov / Dec 2009 issue of ISO Focus
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