TRAINING AND DEVELOPMENT

Training/development

is never a finished product.

Sleeper effect

where it takes time for results to show up back on the job

Employee Orientation (Onboarding)

• Basic background information is provided.

• The history of the organization, culture and the basics of various HR subjects are covered.

AIMS:

1. To make the employee feel welcome

2. Provide a general understanding of the organization

3. To socialize them with regard to the policies and procedures (how one should act

Job Instruction

•The trainer explains the job in its proper sequence and demonstrates how it should be done.

The trainee tries to replicate the methods and receives feedback from the trainer.

Coaching (Understudy Method)

•On a day-to-day basis the manager notes what the employee is doing properly and improperly.

•The trainer should provide advice on how the trainee can do his/her job more easily and effectively.

Informal Learning (The Buddy System)

•Employees learn much from peers.

•Surveys have found as much as 80% of what employees learn on the job, they learn informally

Project Teams (Action Learning)

•A temporary team, often consisting of people from different areas or functions, that works on real projects.

•The results are taught to others

Mentoring

• A figure who is often 8 to 15 years older, and 2 or 3 levels above provides career advice, hints on how to tackle problems, and demonstrates interpersonal/political skills by example.

• The trainee often picks up the mentor's friends and enemies.

• The process should be monitored so the trainee is not exploited (e.g. the mentor taking credit for his/her ideas)

Apprenticeship

•This normally involves craft positions (plumbers, carpenters, electricians, linemen, etc.).

•It primarily involves on the job training under the direction of an experienced person.

Business (Management) Games

•Simulations of what it is like to make top management decisions.

Key questions:

1. Where does the economic information within the simulation come from?

2. Does the data reflect current realities, or does it foster outdated thinking?

Case Studies

• Trainees are given in-depth descriptions (5 to 30 pages) of the experiences of disguised organizations. This allows them to see the experiences of numerous managers in a short period of time.

• Hopefully, the trainees will not repeat the same mistakes as the characters in the case.

• The case, however, is pre-gathered information. Therefore, the trainees do not practice researching problems.

• They do normally try to analyze the given information, diagnose problems, and pose solutions.

• They never see an actual implementation, nor have a chance to enact revisions

Discussion Method (Incident Method)

•Short controversial scenarios.

•One can learn from the experiences of others and should come to better appreciate others' views.

•The trainee should also develop his/her analytic skills and management style.

•This method can only be effectively carried out in small groups.

•The nature of the feedback needs to be monitored

In-Basket Exercises

•The trainee is given a stack of memos, phone messages and letters.

•In the upcoming time frame (one week), the person has too much to do.

•Therefore, the problems must be prioritized.

•Time management must be exercised.

•In some cases, responses must be drafted.

Sensitivity Training (T-groups) [Ropes Course, Outward Bound Program, Team Building]

This method is intended to change interpersonal relationships.

• A series of somewhat bizarre exercises will be carried out.

• The trainee will then discuss the experiences with the other participants (group analysis).

• Later, the trainee will put his/her reflections in writing (self analysis).

• These multiple analytic processes are intended to give the trainees greater insight into the behavior of others and themselves.

• Ideally, it will build greater understanding and tolerance.

• People should be able to develop new ways of interacting.

• Attitudes are quite likely to change.

• One must beware the damage that can be done by inappropriate feedback

Lecture

• The most common training method.

• This is an economical way to convey information to large numbers of trainees with a small number of trainers.

• Normally, this consists of a simple one-way presentation of information.

Disadvantages:

1. lack of social interaction and individualized material

2. extensive usage of lectures sometimes results in boredom

3. lack of reinforcement and the ability to practice can pose problems in skill training

Programmed Instruction (Auto Instructional Techniques)

• Modules and computer software packages that promote self paced learning.

• There is a question, respond, and feedback cycle.

• Travel time to human presentations is eliminated.

• The immediate feedback the employee can receive from self-tests, and the branching the software programs provide to locate the person's level and build him/her up from there are a plus.

Disadvantages:

1. Trainees may cheat on the self tests because they may want to impress or keep up with peers.

2. The lack of social interaction raises questions about whether critical interpersonal skills are being neglected.

Role Playing

• Simulations where the trainees learn by doing.

• They carry out their prescribed roles and in the process develop their interpersonal skills.

• Far more interesting and involving than a simple lecture format.

• Some of the exercises have superiors and subordinates switch roles so they can better understand each other.

NOTE: Since people can become very competitive, bluff, lie, etc, one needs to monitor the process to make sure things do not get out of hand.

Behavioral Modeling

• First, the trainees are exposed to "model behavior." After observing, they practice the techniques, get feedback as well as praise, and make revisions. This training should then be transferred back to the job.

• By mimicking these methods, consistency is fostered. New recruits can pick up proven methods and feel more confident in doing their jobs. You are naturally going to lose some individuality and creativity.

• After you pick up the fundamentals, you can add your own personal ideas.

Vestibules/Simulators

• Train on the same or at least similar equipment in order to learn how to operate planes, ships, or autos.

• You should have an opportunity to practice, sequenced learning, knowledge of results and reinforcement.

• It is costly to build realistic simulators.

• A simulator saves on maintenance costs, pilot cost, fuel cost, and the cost of not having a plane or ship in regular service.

Example: Video game simulations have even been created by the US Army to develop urban warfare skills

1. Distributed Learning

Conducting the program over a long enough period of time for the trainees to be able to digest and apply the material (not trying to do too much, too fast).

Rewards

The trainees should be able to see what is in it for them (praise, recognition, promotion, etc.).

Feedback

Trainees need to know what progress they are making and what mistakes need correction.

Motivation

Trainees must want to learn. Some people do not believe it is very easy to motivate people. If so, you better pick people who are already motivated

Transfer

The training should apply to the job activities.

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.

Learning from Many Sources

This heightens the probability you will get the material through by:

(a) hitting the mode the person computes on, and

b) providing a broad base for the points being made which provides helpful reinforcement.

Individual Differences

The trainee's intelligence, motivation, aptitudes and interests should be taken into account.