Analysis of Effectiveness of Change of Training Program with Adkar Approach (Awareness, Desire, Knowledge, Ability and Reinforcement)

This study identifies essential in (Awareness, Desire, Knowledge, Ability, Reinforcement) It makes suggestions for improvements to the effectiveness of performance. The research object is a company engaged in training, namely the Prima Cemerlang Training using 5 (five) Key Informants. Data mining is carried out through in-depth interviews, and then the data obtained will be validated through FGD. The results of this study got strategic steps for neglecting ADKAR that can be applied, among others building awareness, among others, namely: (a) communication with directors and technicians; (b) preparation of materials following the time allocation; (c) addition of training assistants; (d) creation of animations or creative media to help participants understand the training; (e) cooperation with several vendors who have studios; etc. At the creating desire stage, the following steps are carried out: (a) communication with directors and technicians regarding training innovations; (b) preparation of materials following the time allocation; (c) addition of training assistants; (d) efficiency of agency spending; etc. The foresting ability and reinforcing change stages include: (a) self-study; (b) job immersing; (c) webinars and simulations; (d) FGD (Focus Group Discussion); etc. Meanwhile, reinforcing change includes: (a)


INTRODUCTION
The Edu Prima Cemerlang Training Institute is an independent educational institution in Surabaya that provides training related to employee development, consulting with company management in solving problem-solving for company problems, unique research and processing survey data and so on with various fields of management studies such as human resource management, marketing, finance and operations, besides that this institution also provides training and consulting services in the engineering field, especially in the industrial engineering field. However, with the Covid-19 Pandemic at the beginning of 2020, there has been a drastic decrease in the number of clients; at the end of 2020, it became 67 clients, and at the end of 2021, it became 52 clients. This is undoubtedly a critical issue for the management of the Edu Training Institute because it is related to the organisation's sustainability. Companies that become clients want some sudden changes and require extensive and complex resources. Some of the conditions before the pandemic, among others, (a) trainers or presenters are required to master the material to be taught, (b) Meanwhile, during a pandemic, the conditions faced include (1) trainers or presenters, in addition to mastering the material, must also master information technology, (2) conducted online (online), (3) assessing participants' understanding of the material that has been taught is difficult because feedback is not obtained interactively, (4) profit margin relatively small because many costs are cut such as transportation costs, accommodation costs and so on. In addition, often, the number of training participants is not a measure of cost, (5) apart from laptops, modems, routers, LEDs, webcams, mini studios, silencers, equalisers and so on are needed. Therefore, this study aims to measure and analyse the effectiveness of employee training programs through the ADKAR approach (Awareness, Desire, Knowledge, Ability and Reinforcement) and to obtain suggestions for improving employee training programs at the Edu Prima Cemerlang Training Institute Surabaya to increase training effectiveness and worker productivity. From this description, the researcher seeks to find solutions so that effective and profitable changes can occur for the training institution.

Types of Research, Research Objects and Subjects
This research uses qualitative research to measure training effectiveness at the Edu Prima Cemerlang Training Institute, Surabaya. In this study, the object in question is the Edu Prima Cemerlang Training Institute, Surabaya. While the subject is a crucial employee with specific criteria from various companies who are trained by the training institution who is aware of the problem being studied and can be an accurate source of data to determine research information, the researcher will use a purposive procedure or in qualitative research commonly referred to as a key informant. Purposive methods are one of the most common strategies for determining information in qualitative research, namely determining criteria relevant to specific research problems [16] .

Data Type
The types of data in this study are primary data and secondary data. The preliminary data in this study are generated from interviews conducted by researchers on the subject, the distribution of questionnaires, and the researcher's documentation of the research object. In comparison, secondary data is obtained from sources other than the subject of the informant. For example, secondary data can be obtained from training results, training complaints data, and the number of employees being prepared. So on, books, journals or results of previous research related to the study conducted.

Data Collection Technique
To obtain more accurate data, the research will use three data collection techniques: observation, interviews, and documentation of data related to training conducted by the Edu Prima Cemerlang Training Institute.

Measurement
Researchers measure the effectiveness of the training conducted by the Edu Prima Cemerlang Training Institute with several approaches to the ADKAR method.

Analysis Technique
Solving this research problem starts from the identification and problem formulation stage, the preparation and planning stage, the change management design drafting stage, the change management design validation stage, and the conclusion and suggestion stage.

Preparation and Planning Stage
In the preparation and planning stages, there are several steps, including (1)

Analysis of Affected Parties
Several parties were affected when the training system changed from offline to online, as shown in Table below.   Changes that occur in the Edu Prima Cemerlang training institution due to system changes can be mapped from each of its business processes, changes that occur in the form of training from an offline system (offline) to an online system (online), training support equipment for online training, delivery of training materials through a visual interface so that it is more difficult for trainers to provide understanding to training participants, as well as changes related to financing where the training costs paid by clients for online training are lower than offline training, so this has an impact on decreasing the profits of training institutions and the continuity of the training business.

CONCLUSION
In this study, a change management design was carried out using the ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement). The plan was successfully mapped out from each stage, among others, in the first stage, namely building awareness, including (a) communication with the board of directors and technicians; (b) preparation of materials following the time allocation; (c) addition of training assistants; (d) creation of animation or creative media to assist the understanding of the trainees. In the second stage, namely creating desire, the following steps were taken: (a) communication with the directors and technicians related to training innovations; (b) preparation of materials following the time allocation; (c) addition of training assistants; (d) creation of animation or creative media to assist the understanding of the trainees. Finally, in the third stage, namely developing knowledge, the following steps are taken: (a) self-study; (b) job immersing; (c) webinars; (d) simulation; (e) FGD (Focus Group Discussion); (f) negotiation.
Change management action plans to support a successful implementation, namely foresting ability and reinforcing change. Foresting ability includes the following activities: