TRAINING

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• TRAINING
• DEVELOPMENT

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Training

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

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The training and development process

• The process comprises of four steps
• Identification of training and learning needs
• Devising a learning plan
• Delivery
• Evaluation

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The training process model
Identifying training and learning needs
Evaluating the outcomes of training and
learning
Devising a learning plan
Delivering learning and training
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5 Step Training and Development Process
Needs analysis
Instructional design
Validation
Implement
Evaluation follow-up
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Identifying training and learning needs

• A training needs exists when
• 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
• It is anticipated that systematic training will
  over come the deficiency or barrier

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Analyzing Training Needs

• Determine required training
• New employees
• Current employees
• Task analysis and performance analysis are the
  two main ways to identify training needs

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Task Analysis

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

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Performance Analysis

• Performance analysis verify that there is a
  deficiency and decide if it can be fixed
• Sample performance deficiencies
• Doesnt meet sales quotas
• Too many plant accidents

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Devising the learning plan

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

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Delivering learning and training

• The method of delivery of the design or the
  learning plan is of utmost importance.

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

• On-the-job training
• Apprenticeship training
• Informal learning
• Job instruction training
• Lectures
• Programmed learning
• Audiovisual tools
• Simulated training

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Electronic Training

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

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Tele-training

• Teletraining A trainer in a central location
  teaches groups of employees at remote locations
  via television hookups.

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Videoconferencing

• Videoconferencing allows for distance teaching or
  training
• Many PCs currently can participate in remote
  training with programs

• Instructors might need to change some teaching
  habits

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Evaluating the outcomes of training and learning

• Kirkpatrick differentiated between four levels of
  evaluation
• Reaction level during or at the end of the
  course smile sheets
• Immediate level whether training objectives have
  been met or not
• Intermediate level how effectively has learning
  been transferred to the workplace
• Ultimate level impact of training on the
  departmental or organisational level

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Orientation day

• Employee orientation provides new employees with
  basic background information

• Programs may range from brief, informal
  introductions to lengthy, formal courses

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Why orientation is important

• Orientation explains basics often provided in
  an employee handbook
• Rules and policies are often discussed
• Makes new employee feel at ease
• Describes the organization the big picture
• Defines expected work behavior
• Socializes new employee in companys ways

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Learning the Ropes

• Realistic Orientation Programs for new Employees
  Stress (ROPES)
• Warn about disappointments
• How to cope is key
• Supervisors should monitor newcomers

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Training For Special Purposes

• Literacy training techniques
• 50 of workers may read below 8th grade level
• AIDS education
• One million workers may be infected this can
  cause anxiety in others

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Training For Special Purposes

• Global business training samples include
• Executive etiquette for global transactions
• Cross-cultural technology transfer
• International protocol and presentation
• Business basics for the foreign executive
• Language training

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Training For Special Purposes

• Diversity training
• Better cross-cultural sensitivity
• Results examples
• Improving technical skills
• Socialization
• U.S. work ethic

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Training For Special Purposes

• Customer service training
• Almost two-thirds of U.S. workers are in service
  jobs

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Training For Special Purposes

• Teamwork training
• Outward Bound
• Recipes for Success

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Lifelong Learning

• Lifelong learning provides continuing training
  from basic remedial skills to advanced
  decision-making techniques throughout an
  employees career
• New old skills alike are learned updated
  continuously

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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

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Managerial On-the-job Training

• Job rotation
• Coaching/understudy approach
• Action learning

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Managerial Off-the-job Training

• The case study method
• Games
• Seminars
• University programs
• Role playing
• Behavior modeling - 4 steps
• In house development