). It might be difficult at times to convince the employer to invest additional sums of money into increasing the comfort of the process, but the consultants should point out the importance of this task. They ought to emphasize, with proof from employee surveys, that insufficient refreshments or room reduces the satisfaction and concentration capabilities of the employees, resulting as such in decreased results.

Shorter classes

In order to ensure that they have the undivided attention of their audience, the Tompkins consultants ought to organize their teaching activities into classes of short duration. This would ensure that the employees maintain their concentration abilities. Also, the schedule should be adapted to the unique needs of each group and when the pre-planned schedule does not satisfy the team, the trainer and the participants should set the breaks according to their desires on the site of the program (Training Point, 2009). The Sustainability Center states that a training session should not extend over five days and each training day should not exceed five hours.

Stay on topic

In order to avoid boredom and ensure that the employees are still paying attention and finding the training course interesting, consultants often direct the conversation towards other topics. In doing this however, they sometimes lose the interest of the audience who is there with a special purpose. As a result then, trainers need to find a balance between interesting stories that keep the audience alert and the actual teachings. Otherwise put, the programs need to offer consistency throughout the course of one session, as well as between all sessions offered (DiJulius, 2008).

More clarity

The clarity of the training program is an indubitable requirement for the overall success of the program. Achieving it is generally based on the technical skills of the trainers and their capability to organize the resources they possess, such as electronic appliances or pieces of information. What is more difficult to achieve however is the relationship between trainees and the object of study. Studies have shown that staff members reveal superior levels of benefits from training programs if they can relate to the trainer, the objectives of the program, if they can laugh throughout the process, if they can enjoy the learning process and if they feel personally linked to the objectives (WYNN Solutions). This can be achieved if the consultants at Tompkins offer real life examples that help the individual trainees relate to the information acquired. Also, it is important to present a managerial plan that includes the personal development of the staff members and the endeavors launched by the management to use, preserve, and enhance these newly acquired abilities.

5. Conclusions

The modern manager is faced with multifaceted...

In a desire to integrate all staff members into a unitary component that will support the organization in reaching its overall goals, managerial teams often seek the specialized assistance of consultancy organizations. The Tompkins Consulting Group is such an entity and they have been called in to assist Ambiguity Unlimited in their development and implementation of a diversity training program.
The overall results of the program were satisfactory, but despite these, some shortages were revealed. They revolve around the dissatisfactions felt by the participants to the training program and could be succinctly presented as: the failure to convince all employees to respond to surveys, the lack of entertaining interactions with the audience, material shortages, classes of long duration, digressions from the core subject and a failure to relate the subjects taught to the individuality and application for each employee.

References

DiJulius, J., 2008, World-Class Training - How to Create Systems that Provide Consistency, Smart Business, http://www.sbnonline.com/Local/Article/15450/82/0/Worldclass_training.aspxlastaccessed on March 17, 2009

Joseph, J., 2009, Want to Understand Loyalty? Look at How You Survey, the New York Times, http://hiring.nytimes.monster.com/hr/hr-best-practices/workforce-management/improving-employee-relations/look-at-how-you-survey.aspxlastaccessed on March 17, 2009

McNamara, C., 2008, Employee Training and Benefits: Reasons and Benefits, http://managementhelp.org/trng_dev/basics/reasons.html. astaccessed on March 17, 2009

2005, Surveys and Non-Response, Super Survey, http://knowledge-base.supersurvey.com/survey-response-rate.html. astaccessed on March 17, 2009

2007, Instructional Skills Training, Six Interactions, http://www.sixinteractions.com/trainingprograms.html. astaccessed on March 17, 2009

2008, Training Conditions, Training Point, http://www.trainingpoint.cz/en/TrainingsConditions.aspxlastaccessed on March 17, 2009

Entertaining Employee Training, WYNN Solutions, http://www.wynnsolutions.com/employee_training.html. astaccessed on March 17, 2009

Short Training Courses, Sustainability Center, http://www.sustainabilitycentre.com.au/shortcourses.htmllastaccessed on March 17, 2009

Terms and Conditions for Certified Training Services, Infonic Document Management Inc., http://www.infonic.com/downloads/dm/Terms%20and%20Conditions%20for%20Certified%20Training%20Services.pdflastaccessed on March 17, 2009

Training and Learning for Work, Directgov, http://www.direct.gov.uk/en/EducationAndLearning/AdultLearning/TrainingAndWorkplaceLearning/index.html. astaccessed on March 17, 2009

Case in-Point: Tompkins Consulting Group