The research conducted by Alhejji, Garavan, Carbery, O'Brien, & McGuire (2016) is based on the systematic literature review regarding the diversity-training outcomes, however, the research found that diversity training can improve the profit of the company and there could be positive outcomes or return of investment. This research is helpful for future research because there is a study of the organization that how they are providing the learning and development to the company employees and what aspects social justice is followed. Moreover, diversity training can result in the motivation of people; as focused by the research that there are 67% of U.S. organizations are efficiently focusing on the diversity-training programs and getting the benefits in terms of employees and customers because there are efficient results.

Through exploring diversity-training the organizations are focused in terms of outcomes. Te research conducted notice the theoretical perspectives as well as the methodological approaches that how employees are given the training and values and what kind of unfair practices and harassment is done or there is focus on the negative outcomes and more discrimination as well. It is noticed that diversity-training can result in better insights because companies are getting values, there are better organizational decision in this way and organizational settings better understand the complexities (Alhejji, Garavan, Carbery, O'Brien, & McGuire, 2016).

The research conducted by Fleissig (2014) focused on finding a job and retaining employment facilities, however, after conducting the research it is known that return on investment on the intensive services programs showed the augmented ROI for unemployment benefits. However, the positive impact of the job training programs are analyzed traditional, the ROI calculations results or calculations were successful. Therefore, it is noticed that job training programs should be focused at California One-Stop Centers as intensive services as it provides benefits (Fleissig, 2014).

Strong performance reviews of Research Proposal about Return on Investment (ROI) of Training and Development in Ooredoo Qatar

The research conducted by Phillips (2011) concerned on the performance metrics systems; it is analyzed that training manager if providing serious training facilities to the employees then there could be benefits and there could be positive results obtained from the better performance measures; training and development also focus to improve the high-level company. Training ROI always has strong performance reviews and ROI can confirm that training expenses are reasonable or justified. Moreover, the training manager can focus on the serious business and through that training quality of work, group performance could be improved and there could be productivity and there could be worth in monetary terms. Moreover, there could be personal and professional goals of the employees and there could better or positive career counseling. Through performance reviews in the study, it is known that managers are responsible for feedback and they should provide the specific learning to the training for the long term retention (Phillips, 2011).

RIO calculations of Research Proposal about Return on Investment (ROI) of Training and Development in Ooredoo Qatar

According to the research conducted by Alwis & Rajaratne (2011) Many other companies around the world used cost-saving approaches, so ROI evaluates their recent budget. On the other side, use of such an approach increases the marks of the ROI to conduct their studies.ROI measuring program has General-Cost Approach. This level was introduced to prove a significant decrease in resource requirement to provide suitable data and sound. Besides these factors, establish the cultural evaluation is not an as easy task. ROI put great effort into the implementation of changing the initiative on a large scale. For centuries ROI have working on this concept. Harvard Bussines Review working on the tools that have been used to measure the results in the organizations, this issue has created in the 75th anniversary of HBR. ROI was the only tool that was used for the payoff investment when HBR was facing the issues in the early 1920s.

In a few years, the idea has been extended into different types of investment containing education, training, new change, and technology. The adoption increases with the stay of RIO. Today thousands of organizations, private and government representing nonprofit Manufacturing services, RIO calculations have used in daily routine for training-programs and educational field. RIO provides an opportunity to facilitate with over 600 members, practitioners in the ROI network.To focus on the ROI and accountability issues of the companies, the network was formed. Over 1200 members have the certificate to run the procedure of ROI in different companies. To identify specific applications of the RIO’s, three case books were developed. The full implementation of the ROI process was discussed in the Fourth cashbook. The reason for the ROI process stay here is interesting evidence and Activity.

According to the research conducted by Georgiadis & Pitelis (2016) HRM departments of the organizations have lack of training for their employees. There are very few companies who pay attention towards the training of their employees for their better performance in small and medium enterprises of developing countries. Developed countries have no experimental studies that show their managerial and non-managerial staff training for the performance of firm. Employees training create a positive effect on the staff performance. Many developed companies have developed many training centers for their staff to improve their efficiency and development of small medium enterprises. These training centers provide both training on managerial and non-managerial levels. There are many natural experiments available that shows the effect of training both on firm performance and staff efficiency.

Non-managerial staff such as employees working on the lower level needs training for increasing Labour productivity and profitability. Staff training helps them to meet new challenges and opportunities. Training scan be done on weekly basis as well as on monthly basis. Employees training also help the managers to perform high level task to meet the market and high arising challenges of the business environment. A trained staff can perform many times better than a non-trained staff. In case of a construction companies their estimate of completing work in weak is only possible through a well trained staff. Although the effect of training is still positive but it also has some negative effect on staff and reduce their performance. Firm who have free training services for their employees must keep balance among managerial and non-managerial staff training. On the other side training also create average effect on some employees in small and medium enterprises.

We are not certain that why staff training of employees is much important then the managerial staff and HRM staff. The reason is that staff skills are much important than the managerial staff because the organization rely on the abilities of lower level staff because they take part in operations as well as firm productivity while the upper level staff only make policies and make decisions. This is the reason that why firm emphasis on training of non-managerial staff training then those of managerial staff. This argument states that non-managerial staff are the helping hands of firm. Trained staff increases the firm profitability and productivity. More and more the staff will be trained more and more firm productivity will increase. labour considered as a backbone of any firm because the firm productivity depends upon them (Georgiadis & Pitelis, 2016).

According to the research conducted by Guedes & Pereira (2015) HR Programs with the great speed advancing technologies, the content critics merge them. The force of social change and global Marketing are by the composed organizations to invest more in recourses in professional training. The new Business challenges that were faced to competing with the market demands and new developed techniques and ability to across the organizations. Against business success, we need to produce skillful and well-trained Teams. For the successful results, on the other hand, we had business managers, like HR executives, optimize and pressurized resources were delivered. Paradigm has been changed by the Human Resource departments. Payroll, firing procedures, and holiday planning are not part of the mission Now. Close to administration board HR has played a strategic role.

The resources were scarce, and every project has to make values is a tough competition in the content; in different words, large economic backup was created. To avoid the low costs and increased in efficacy.

References of about Return on Investment (ROI) of Training and Development in Ooredoo Qatar

Alhejji, H., Garavan, T., Carbery, R., O'Brien, F., & McGuire, D. (2016). Diversity training programme outcomes: A systematic review. Human Resource Development Quarterly, 27(1), 95-149.

Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. The effect of training on employee performance, 5(4), 137-147.

Fleissig, A. R. (2014). Return on investment from training programs and intensive services. Atlantic Economic Journal, 42(1), 39-51.

Georgiadis, A., & Pitelis, C. N. (2016). The impact of employees' and managers' training on the performance of small‐and medium‐sized enterprises: Evidence from a randomized natural experiment in the UK service sector. British Journal of Industrial Relations, 54(2), 409-421.

Kirkpatrick, D. L. (2009). Evaluating Training Programs: The Four Levels: Easyread Edition. ReadHowYouWant.com.

Ooredoo.qa. (2019). Our Company. Retrieved from http://careers.ooredoo.qa/ooredoo/Page.aspx?Businessunitid=651

Phillips, J. J. (2011). Return on investment in training and performance improvement programs. Routledge.