TRAINING DEVELOPMENT Training p Teaching employees

TRAINING & DEVELOPMENT

Training p Teaching employees the basic skills they need to perform their jobs p The hallmark of a good manager p Lack of productivity

The training and development process The process comprises of four steps 1. Identification of training and learning needs 2. Devising a learning plan 3. Delivery 4. Evaluation

The training process model Identifying training and learning needs Evaluating the outcomes of training and learning Delivering learning and training Devising a learning plan

5 Step Training and Development Process Needs analysis Instructional design Validation Implement Evaluation & follow-up

Identifying training and learning needs A training needs exists when p There is a gap between the future requirements of the job and the current capabilities of the incumbent, whether this is measured in terms of skills, attitudes or knowledge p It is anticipated that systematic training will over come the deficiency or barrier

Analyzing Training Needs p Determine required training New employees n Current employees n p Task analysis and performance analysis are the two main ways to identify training needs

Task Analysis p Task analysis - a detailed study of a job to identify the specific skills required p Job descriptions and job specifications are used

Performance Analysis p Performance analysis – verify that there is a deficiency and decide if it can be fixed p Sample performance deficiencies: Doesn’t meet sales quotas n Too many plant accidents n

Devising the learning plan p Understanding the trainees p Having clear aims and objectives p Aims: expression of general intent p Learning objectives: at the end of the training event you will perform, display and demonstrate

Delivering learning and training p The method of delivery of the design or the learning plan is of utmost importance.

Categories of training and learning methods Pedagogical Instruction Lecture Individual based Group based Self managed learning Case studies Andragogical

Traditional Training Methods On-the-job training p Apprenticeship training p Informal learning p Job instruction training p Lectures p Programmed learning p Audiovisual tools p Simulated training p

Electronic Training Computers and the Internet have revolutionized training p CBT or CD-ROM p Electronic Performance Support Systems p Distance and Internet based p n n Tele-training Videoconferencing Internet training Learning portals

Tele-training Teletraining: A trainer in a central location teaches groups of employees at remote locations via television hookups.

Videoconferencing p Videoconferencing allows for distance teaching or training p Many PC’s currently can participate in remote training with programs w Instructors might need to change some teaching habits

Evaluating the outcomes of training and learning Kirkpatrick differentiated between four levels of evaluation 1. Reaction level: during or at the end of the course – smile sheets 2. Immediate level: whether training objectives have been met or not 3. Intermediate level: how effectively has learning been transferred to the workplace 4. Ultimate level: impact of training on the departmental or organisational level

Orientation day p p Employee orientation provides new employees with basic background information Programs may range from brief, informal introductions to lengthy, formal courses

Why orientation is important p Orientation explains basics – often provided in an employee handbook p Rules and policies are often discussed p Makes new employee feel at ease p Describes the organization – the big picture p Defines expected work behavior p Socializes new employee in company’s ways

Learning the Ropes p Realistic Orientation Programs for new Employees’ Stress (ROPES) p Warn about disappointments p How to cope is key p Supervisors should monitor newcomers

Training For Special Purposes p Literacy n 50% of workers may read below 8 th grade level p AIDS n training techniques education One million workers may be infected; this can cause anxiety in others

Training For Special Purposes p Global business training samples include: Executive etiquette for global transactions n Cross-cultural technology transfer n International protocol and presentation n Business basics for the foreign executive n p Language training

Training For Special Purposes p Diversity training p Better cross-cultural sensitivity p Results examples: Improving technical skills n Socialization n U. S. work ethic n

Training For Special Purposes p Customer service training p Almost two-thirds of U. S. workers are in service jobs

Training For Special Purposes p Teamwork training Outward Bound n “Recipes for Success” n

Lifelong Learning Lifelong learning provides continuing training from basic remedial skills to advanced decision-making techniques throughout an employee’s career n New & old skills alike are learned & updated continuously

Managerial Development Management development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills with an aim to enhance the future performance of the company itself

Managerial On-the-job Training p Job rotation p Coaching/understudy approach p Action learning

Managerial Off-the-job Training p The case study method p Games p Seminars p University programs p Role playing p Behavior modeling - 4 steps p In house development