Chapter 7 - Training and Development

Chief learning officer

A high ranking manager responsible for fostering employee learning and development within the firm

Strategic model of training phases

1) Needs assessment

2) Design

3) Implementation

4) Evaluation

Phase 1 - Conducting the needs Assessment

A needs assessment does not have to be a time-consuming task

• Organization analysis

• Task analysis

• Person analysis

Organization Analysis

Environment, strategies, and resources to determine where to emphasize training

Task Analysis

Activities to be performed in order to determine the KSAOs needed

Person Analysis

Performance, knowledge, and skills in order to determine who needs training

Organization analysis

Examination of the environment, strategies, and resources of the organization to determine where to fill gaps

HR departments are responsible for training budgeting

Task Analysis

Process of determining wjat the content of a training program should be on the basis

• study of tasks

• duties involved in the job

Competency assessment

Focuses on the sets of skills and knowledge employees need to be successful

Person Analysis

Helps organizations decide

• which employees require training

• more importantly which employees DO NOT.

Designing the training program - Phase 2

Should focus on at least 4 related issues

1. The training’s instructional objectives '

2. Readiness of trainees and their motivation

3. Principles of learning

4. Characteristic of instructors

Developing Instructional Objectives - Phase 2.1

After conducting organization, task, and person analyses managers should have a better picture of their firms training needs

• Develop instructional objectives

  • Desired outcomes of the training program

  • Describe the skills or knowledge to be implemented or changed

Assessing the Readiness and Motivation of Trainees - Phase 2.2

Individuals should be grouped on their readiness, as determined by test scores, or other assessments

• The organization must remind employees of the connection between effort and the payoff

Incorporating the Principles of learning - Phase 2.3.1

Principles of learning model has characteristics of training programs that help employees in understanding

• new material

• making sense of it in their own lives

• applying it to their jobs

Focus on learning an transfer - Incorporating the principles of learning

• Goal setting

• Meaningfulness and presentations

• Modelling

• Individual learning differences

Focus on method and process - Incorporating the principles of learning

• Active practice and repetition

• Experiential learning

• Whole VS part learning

• Massed, distributed, and continuous learning

• Feedback and reinforcement

Typical Learning Curve

Time v.s. Performance

What is the best training delivery methods?

• Classroom instruction is the number one training delivery method for FORMALLY training employees

On-the-Job training

Most common informal methods used for training employees

• hands-on experience with instructions from supervisors

PROPER way to do On-the-job training

Prepare

Reassure

Orient

Perform

Evaluate

Reinforce and Review

Cooperative training

Training program that combines practical on-the-job experience with formal educational classes

Internships

Offers students the chance to get real-world experience

Simulations

Can be impratical or unwise to train employees on the actual equipment

• So simulations emphasized realism in equipment and its operation

E-learning

• Learning that takes place via electronic media

• Learning management system - online system that provides a variety of assessment, communication, teaching, and learning opportunities

Behavior Modelling

• Demonstrates desired behavior and gives trainees the chance to practice role-play those behaviors and receive feedback

1. Learning points

2. Modelling

3. Practice

4. Feedback and reinforcement

Role-playing

Playing the roles of others, often a supervisor and a subordinate

Coaching

Continuing flow of instructions, comments, and suggestions from the manager to a subordinate

Seminars and Conferences

• Used when change is a goal

• Brings groups of people together for training and development

Blended Learning

• Lectures are combined with other computer and online instruction and use of audiovisual materials

• Self-paced component

Evaluating the Training Program

Methods are available to assess the extent to which a firm’s training program improves learning, influences workplace behavior, and impact an organizations bottom-line performance

Evaluating the Training Program - 4 basic criteria

1. Reactions

2. Learning

3. Behavior

4. Results

Reactions - Phase 4.1

• Participants reactions may give an indications of trouble spots while providing an idea of participants attitudes towards the training

Learning - Phase 4.2

• Helpful to determine if employees actually learn from the training

• Testing knowledge and skills

Behavior - Phase 4.3

• Maximizing the transfer of training can be determined with

  • Feature identical elements

  • Focus on general principles

  • Establish a climate for transfer

  • Give employees transfer strategies

Return on Investment

ROI = Benefits of training / Training costs

If ROI ratio is > 1 → benefits exceed the cost of the program

If ROI ratio is < 1 → costs of training exceed the benefit

Benchmarking

Comparing data and statistics from operations, such as training, against recognized leaders in your industry

Orientation

Formal process of familiarizing new employees with the organization, their jobs, and their work units

Onboarding

Process of systematically socializing new employees to help them get “on board” with an organization

“Welcome onboard”

Basic Skills Training

Remedial or basic skills training for adults

Ethics Training

Some firms have chief ethics officers to ensure ethics

Diversity and Inclusion

• Businesses are beginning to see the moral and financial benefits of diversity and inclusion