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15 Cards in this Set
- Front
- Back
Allocation of costs
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-Distributed across organizational budgets
-Assigned to managers who have no control over the funds - Unrelated to actual costs |
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Benefits of cost allocation method
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- Simple to administer
- Managers don't control funds (CFLL model) |
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Disadvantages of cost allocation method
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-No incentive to training group to improve training delivery
-Unrelated to actual costs |
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Selling the service
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Selling training courses or programmes to department; need pricing to be competetitve, course relevance to business needs (Generic Training model)
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Policy costs
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Training included in policy costs and accounts, deducted from budgets (cost centre approach, e.g. CRMB ODOE)
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Utility analysis
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Forecasting net financial benefits that result from HR programmes such as L & D
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Overhead costs
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Costs of such items as leasing or renting premises, administrative and clerical support, mailing costs, lighting, heating, etc.
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Trainee compensation costs
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The cost of paying trainees' salaries, wages and benefits while they attend training; also applies to replacement staff when trainees attend training
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Developmental costs
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The cost of developing training materials, videos, handout materials, pre-reading, etc.
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Direct costs
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Costs such as the trainer's costs or vendor cost for training delivery; cost of training materials provided during training; food; travel; equipment
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Indirect costs
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Costs of training marketing, administrative staff salaries and benefits to prepare materials, pre-sent materials, etc.
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ROI (Return on Investment)
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The cost of the training programme relative to its benefits
ROI = Net prog benefits/cost |
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Net benefit
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Est value of the performance improvement over the cost of improving performance
Net ben = value of perf impr/cost of improving perf |
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Cost-benefit evaluation
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Comparison of cost of training to benefits in non-monetary terms
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Cost-effectiveness evaluation
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Comparison of monetary costs of training to benefits in monetary terms
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