Chapter 6- Training, Learning, Development

Training

Planned effort by an organization to enable employees' learning of job-related knowledge, skills, and behaviours.

Formal Training

Talent development programs, courses, and events that are developed and organized by the organization.

Informal Learning

Learning that is learner initiated, involves action and doing, is motivated by an intent to develop, and does not occur in a formal learning setting.

Employee Development

The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.

continuos learning

Learning system that expects employees to acquire new skills, apply them on the job, and share what they have learned with other employees.

Orientation

Training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships.

Instructional Design

A process of systematically developing training to meet specified needs.

Stages of Instructional Design

1. Assess needs for training

2. Ensure readiness for training

3. Plan training program

4. Implement training program

5. Evaluate results of training

Needs Assessment

The process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training, if any, are necessary.

Organization Analysis

A process for determining the appropriateness of training by evaluating the characteristics of the organization.

Person Analysis

A process for determining individuals' needs and readiness for learning.

Task Analysis

The process of identifying the tasks, knowledge, skills, and behaviours that training should emphasize.

Four Approaches to Employee Development

1. Interpersonal Relationships

2. Formal Education

3. Job Experiences

4. Assessment

Job Experiences

The combination of relationships, problems, demands, tasks, and other features of an employee's job.

Steps in the Career Management Process

1. Data gathering

2. Feedback

3. Goal setting

4. Action planning and follow-up

On-the-Job Training (OJT)

A person with job experience and skills guides trainees in practicing job skills at the workplace.

Apprenticeship

work-study method that teaches job skills through a combination of on-the-job and classroom training.

Internship

On-the-job learning sponsored by an educational institution as a component of an academic program.

Co-operative education

Plan of higher education that incorporates paid work experience as an integral part of academic studies.

Simulations

a training method that represents a real-life situation.

E-learning (also referred to as computer-based training, online learning, and web-based training)

instruction and delivery of training by computer (or mobile device) through the Internet or intranet.

Gamification

applying principles of digital and computer games.

Experiential programs

Training programs in which participants learn concepts and apply them by simulating behaviours involved and analyzing the activity, connecting it with real-life situations.

Adventure learning

Uses challenging, structured physical activities (vulnerable to privacy and human rights risks).

Cross-training

Team training in which team members understand and practise each other's skills so that they are prepared to step in and take another member's place.

Coordination training

team training that teaches the team how to share information and make decisions to obtain the best team performance.

Action learning

training in which teams get an actual problem, work on solving it, commit to an action plan, and are accountable for carrying it out.

Mentor

An experienced, productive senior employee who helps develop a less experienced employee (a protégé or menthe). Mentoring may be formal or informal. Most successful programs are voluntary, with participants understanding the details of the program, and managers are rewarded for employee development. Mentoring programs are beneficial to both mentors and protégés/mentees.

Coach

A peer or manager who works with an employee to provide a source of motivation, help develop their skills, and provide reinforcement and feedback. May play one or more of the 3 roles:

Where is Diversity a Reality?

Labour Markets, Customer Markets, and is a Social Expectation and Value

Learning Management System (LMS)

A computer application that automates the administration, development, and delivery of training programs.