workplace learning and development

Employee Onboarding

• organized set of procedures designed to integrate new hires into an organization

• Presents information about policies and employee benefits

• Facilitate training to understand how processes function

• Provides broad overview of the culture

• Helps form social connections

• New employees should receive employee handbooks

Role Clarity

breakdown of daily tasks

Employee Orientation

procedure for providing new employees with basic background information about the firm

HR Specialists

perform the first part of the orientation by explaining basic matters (ex. working hours and benefits)

Supervisors

explain the department’s organization, introduce the employee to colleagues, and help them familiarize with the workplace

1 day to 1 week

• Pre-employment compliance

• Familiarization of the role

• Meeting colleagues from different departments

1 week to 3 months

• Train new employee basic skills to perform their job

• Integration and socialization with colleagues

3 months to 6 months

• Evaluation of performance

• Make sure they have everything they need

• Provide feedback

• Gauge engagement

6 months to 1 year

Complete knowledge about the role, company, and industry

Training

• giving new or current employees the skills that they need to perform their jobs

• Gives new or current employees the skills that they need to perform their jobs

• Needed when employees are not performing up to a certain standard or at an expected level of performance

Negligent Training

when an employer trains inadequately, and the employee subsequently harms a third party

Instructional System

• systematic process for designing, developing, implementing, and evaluating instruction or training programs to ensure effective learning

  • Problem Diagnosis

  • Program Design

  • Program Delivery

  • Program Evaluation

Systems Approach

• gives important impetus to the establishment of objectives and evaluation criteria

• helps organizations establish clear goals (objectives) and standards for measuring success (evaluation criteria) because all parts of the organization are interconnected and must work together toward desired outcomes

Training Needs Analysis

• Identify needs, goals, and objectives are chieved through

• identify those who need training and what kind of training is needed

ADDIE Five-Step Training Process

most common instructional systems framework

Analysis

identify learning needs, goals, and target learners

Design

plan learning objectives, instructional strategies, and assessments

Development

create and assemble instructional materials and resources

Implementation

deliver the training or educational program

Evaluation

assess effectiveness and make necessary improvements

Strategic Training Needs Analysis

• Identifies the training that employees will need to fill future jobs

• Having strategic goals (expansion of business) often mean the firm will have to fill new jobs

• It ensures that training supports the organization's goals, not just employee development.

• What training do employees need to help the organization succeed?

Task Analysis

• A detailed study of the job to determine what specific skills the job requires

• Job descriptions and job specifications are essential

• process of studying a job in detail to identify the specific duties, knowledge, skills, and abilities needed to perform it successfully.

• What does this job require a person to know and do?

Task Analysis Record Form

• document used to collect and organize information about a job's tasks and the skills needed to perform them.

• Consolidates information regarding required tasks and skills

• Includes tasks, when and how often these are performed, quantity or quality of performance, work conditions under which task is performed (if any), skills or knowledge required, and where the task is learned best

Performance Analysis

• Identifies current employees’ training needs

• For underperforming current employees

• Determines whether the employer should correct performance deficiencies through training or some other means

• Begins with comparing the person’s actual performance to what it should be

Competencies-Oriented Training

• Trainees learn through a mix of real-world exercises, teamwork, classes, and online resources under a learning coach

• Aims to show mastery of competencies

• Begins with a list of competences to be learned, criteria for assessing mastery, and examples of competencies

• Projects are then completed by assessees and assessors evaluate their competencies

Competency Model

• consolidates a precise overview of competencies someone would need to do the job well

• framework that identifies the knowledge, skills, abilities, and behaviors a person needs to perform a job successfully.

• It is a list of the competencies required to do a job well.

Training Design Process

Includes training objectives, delivery methods, and program evaluation

● Substeps

○ Setting performance objectives

○ Creating a detailed training outline

○ Choosing a program delivery method

○ Verifying the overall program design with management

Behavior Modification

training should provide opportunities for positive reinforcement

Expectancy Theory

trainees need to know they have the ability to succeed

Self-Efficacy

trainees must believe they have the capacity to succeed

Partial-day training than full-day training

what training is generally superior to than to training

Training Development Process

• Assembling the program’s training content and materials

• Choosing the specific content to be presented

• Designing/choosing the specific instructional methods

• Training equipment and materials

Design

focused on training program flow (no materials are created or assembled yet)

Development

more focused on training program materials

Formative Phase

in evaluation phase, this happens while students and Instructional Designers are conducting the study

Summative Phase

in evaluation phase, this occurs at the end of the program

On-the-Job Training Methods

enables the worker to get training under the same working conditions

Job Experience

• Oldest method of on-the-job training

• Learning by experience

• Time consuming and inefficient

Coaching / Understudy

• An experienced worker or trainee’s supervisor trains the employee

• May involve simply observing the trainer or having the trainer show the new employee the ropes step-by-step

Special Assignment

give lower-level executives firsthand experience in working on actual problems

Peer Training

• Also called Action Learning

• Several employees will spend several days per week over several months learning what the technology or change will entail

• Employees spread the new skills and values to their colleagues back on the job

Mentoring

A figure who is often 8-15 years older and 2 or 3 levels above provides career advice

guilt by association

Trainee often picks up mentor’s friends and enemies

Apprenticeship

• a paid job with on-the-job training where an apprentice learns skills for a specific trade or profession

• Trainee (must be 15) is placed under a qualified supervisor

• Practical training on jobs in highly technical industries

• Include theoretical (classroom) and practical (OJT) parts

• Wage shall in no case be less than 75% of the applicable minimum wage rates

informal learning

• learning that occurs passively through experience and through interactions with little impact

• Also called Buddy System

• 70/20/10 Notation

  • 70% of job learning occurs informally on or off the job

  • 20% on social interactions (between employees)

  • 10% on actual formal training

• Examples include participating in meetings, coaching others, attending conferences, searching the net, working with customers, job rotation, reading books and journals, etc.

Job Instruction Training

• Step-by-step training on the use of machines

• Listing each job’s basic tasks along with key points

• Provides step-by-step training for employees

• Trainee tries to replicate the methods and receives feedback from the trainer

• The trainer demonstrates the correct way to do the task, and the trainee practices it until they can perform it correctly.

Lectures

quick and simple way to present knowledge to large groups of trainees

Programmed Learning

• step-by-step, self learning method

• Consists of presenting information, allowing the person to respond, and providing feedback

• Advantages: reduced training time, self-paced learning, immediate feedback, reduced risk of error for learner

Behavior Modeling

involves showing trainees the model way of doing something, letting trainees practice that way, and giving feedback

Modeling

trainees watch live or video examples of models behaving in a problem situation

Social Reinforcement

trainer provides positive reinforcement through praise and constructive feedback

Transfer of Training

trainees are encouraged to apply their new skills when they are back on their jobs

Electronic Performance Support Systems (EPSS)

• computerized tools and displays that automate training, documentation, and phone support

• Considered as modern job aids

• Involves sets of instructions, diagrams, or similar methods available at the job to guide the worker

• Work particularly well on complex jobs that require multiple steps or where it is dangerous to miss a step

Computer-Based Training

• uses interactive computer-based systems to increase knowledge or skills

• System lets trainees replay the lessons and answer questions

• Especially effective when paired with actual practice under a trainer

• Increasingly realistic because the objective is to inject realism into the training

Virtual Reality

puts the trainee in an artificial 3D environment that stimulates events and situations experienced on the job

Online / Internet Based Training

Helps by allowing employees to get their training on demand without interfering with their daily duties

Learning Management Systems

• Special software tools that support online training

• Helps employers identify training needs and to schedule, deliver, assess, and manage the online training itself

Learning Portals

offers employees online access to training courses

Virtual Classroom

uses collaboration software to enable multiple remote learners to participate remotely

Mobile and Micro Learning

delivering learning content on the learner’s demand via mobile devices wherever and whenever the learner has the time to access it

Lifelong Learning

• Continuing learning experiences over employees’ time with the firm

• Aim is to ensure opportunity to learn the skills they need for their jobs and to expand their horizons

Literacy Training

supervisors teach basic skills by giving employees writing and speaking exercises

Diversity Training

aims to improve cross-cultural sensitivity to foster more harmonious working relationships

Management Development

any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills

Job Enlargement

• Horizontal expansion of a job by adding more tasks and activities at the same level of difficulty and responsibility

• Increases the number of tasks, but not the level of control or decision-making authority

• Goal is to make a job less monotonous by increasing its variety and scope

Job Enrichment

• Vertical expansion of a job, adding more challenging, meaningful tasks, increased autonomy, and greater responsibility

• Goal is to add new duties that provide more control, feedback, and a sense of accomplishment

Coaching and Understudy

• Trainee works directly with a senior manager

• Scenario is responsible for the trainee’s coaching

Action Learning

• Management trainees are allowed to work full-time analyzing and solving problems in other departments

• Observer in different departments

Organizational Change

• process of altering an organization's structure, strategies, processes, technology, or culture to adapt to new circumstances or achieve goals

• Specific alteration in how an organization operates

• Connotes implementation

• No reassurance for development, but it can still be changed

• Tactical or operational in scope

• Can be incremental or disruptive

• Often short- to medium-term

• Can be reactive (responding to a problem) or proactive (seizing an opportunity)

Organizational Transformation

• a fundamental, enterprise-wide change that radically alters how the organization functions

• Strategic and large-scale

• Often involves a paradigm shift

• Driven by external forces

• Reinventing involves a 360 change, business strategies

• Also focuses on a portfolio of interdependent initiatives

• High risk, high reward

Model of Change

• simplifies the complex process of change into three clear stages

• Developed by Kurt Lewin (1947)

• Unfreezing, Changing, Refreezing

Unfreezing

• preparing the organization (or individual) to accept that change is necessary

• In this phase, leadership and communication are crucial

• Breaking down the existing status quo

• Creating awareness about why the current way is not effective or sustainable

• Overcoming resistance to change by challenging beliefs, values, and attitudes

• Encouraging motivation to change

• ex: Management explains why a new HR system is necessary.

Changing

• implementation

• moving toward the new desired state

• Actual implementation of new processes, behaviors, or mindsets

• People start to learn new ways of working

• ex: Employees learn and begin using the new HR system.

Refreezing

• makes the change permanent

• reinforcing and stabilizing the change as the new normal

• Embedding the change into organizational culture, systems, and policies

• Reinforcing new behaviors through recognition, rewards, and performance measures

• Ensuring that people do not revert to old ways

• This phase helps establish long-term sustainability of the change

• ex: The new HR system becomes the standard way of working.

Organizational Development

• change process in which employees themselves formulate and implement the change required, often with the assistance of trained consultants

• Continuous and proactive

• Uses behavioral science

• Focuses on employee involvement, collaboration, and performance

• Emphasizes learning, development, and adaptability

Action Research

• Process of collecting data about a group, department or organization

• Information is then fed back to employees for analysis and hypotheses development about what the problems might be

• identifying a problem, gathering information, implementing solutions, and evaluating results to improve an organization.

Team-Building Meetings

• Consultant interviews the members and leader before the meeting

• They are asked what their problems are, how they function, and what their obstacles are

• Consultant categorizes them into themes

• The group ranks these themes in terms of importance

• The highest ranking theme will be the agenda of the meeting

Survey Research

• Requires employees to complete attitude surveys

• The data will be used as basis for problem analysis and action planning

• Convenient way to unfreeze a company’s management and employees

• Provide comparative, graphic illustration of

  the fact that the organization does have a

  problem to solve

Distributed Learning

conducting the program over a long enough period of time for the trainees to be able to digest and apply the material

Opportunity to Practice

trainees should be able to try the techniques they are being taught in order to make these methods part of their repertoire

Human Process Interventions

Focus: people and interpersonal relationships

The goal is to enhance how individuals and groups interact in the workplace

○ Include

■ Team building

■ Coaching and mentoring

■ Process consultation

■ Conflict management

■ Communication skills training

Technostructural Interventions

Focus: organizational structure, technology, and work design

○ Deal with the design of jobs, workflow, organizational hierarchy, and technical systems

○ The goal is to align structure and processes with strategic goals

○ Include

■ Job redesign or enrichment

■ Work process engineering

■ Organizational design (ex. flattening hierarchy)

■ Total Quality Management (TQM)

■ Lean and Six Sigma initiatives

Human Resource Management

Focus: Talent systems and HR practices

○ Target the way organizations manage people across the employee lifecycle

○ Include

■ Performance management systems

■ Succession planning

■ Talent acquisition and onboarding

■ Training and development

■ Diversity, equity, and inclusion (DEI) initiatives

Strategic Interventions

○ High-level OD efforts that affect the entire organization

○ Often driven by external forces, such as market shifts, globalization, or digital transformation

○ Include

■ Strategic planning

■ Cultural change initiatives

■ Mergers and acquisitions integration

■ Business model innovation

■ Enterprise-wide transformation

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organizational development

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