1 Chapter 7 Training. 2 Introduction Why Training is Important?

11

Chapter 7

Training

22

Introduction

Why Training is Important?

33

High Leverage Training Strategy: A systematic Approach

Training

A planned effort to facilitate the learning of job related knowledge, skills, and behavior by employee

High Leverage Training

Training Practice that links training to strategic business goals, has top management support, relay on an instructional design models, and is

benchmarked to programs in other organizations

44

High Leverage Training Strategy: A systematic Approach

Continuous Learning

A learning system that requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job, and share what

they have learned with other employees

55

Designing Effective Training Activities

1- Needs Assessment

2- Ensuring Employees’ Readiness for Training

3- Creating A Learning Environment

4- Ensuring Transfer of Training

5- Selecting Training Methods

5- Evaluating Training Programs

Training Design Process

A systematic approach for developing training programs

66


Needs Identification and Assessment

Training Needs Identification: The process used to determine training gap

Job RequirementsJob Requirements Employee CapabilitiesEmployee Capabilities

Training Training

GapGap

Training Needs Analysis / Assessment: The process used to determine if training is necessary

77



Levels of Training Needs Identification

Level 1 Organizational Analysis

Level 2 Task / Job Analysis

Level 3 Person / Employee Analysis

88




Level 1 Organizational Analysis

Support of Managers and Peers

Companies’ Strategic Directions (strategic training and development initiative)

Companies’ Strategic Directions

99




Level 2 Task Analysis – Steps of Task Analysis:

Select jobs to be analyzed

Develop a preliminary list of tasks

Validate or confirm the preliminary list of tasks

Identify the knowledge, skills, or abilities necessary to successfully perform each task

1010




Level 3Person Analysis - Factors Influence Employees’ Performance and Learning:

Person Characteristics

Input

Output

Consequences

Feedback

1111


Ensuring Employees’ Readiness for Training

Motivation to Learn

The desire of the trainee to learn the content of a training program

Self Efficacy

The employees’ belief that they can successfully learn the content of a training program

1212


Ensuring Employees’ Readiness for Training

Understanding the Benefits or Consequences of Training

Awareness of Training Needs, Career Interests, and Goals

Work Environment Characteristics

Basic Skills

1313


Creating A Learning Environment

Learning environment facilitate acquiring knowledge and skills in the training program

Conditions for Learning

Need to know why they should learn

Opportunities for practice

Observe experience, and interact with others

Commit training content to memory

Meaningful training content

feedback

Good program coordination and administration

1414


Creating A Learning Environment

Groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished

Communities of Practice

1515


Ensuring Transfer of Training

The use of knowledge, skills, and behaviors learned in training on the job

Transfer of Training

1616



Trainees’ perception of characteristics of the work environment (social support and situational constraints) that can either facilitate or inhabit use of trained skills or behavior

Transfer of Training Requirements

Climate for Transfer

The degree to which trainees’ managers emphasize the importance of attending training programs and stress the application of training content to the job.

Action plans

Managers Support

Trainees who meet to discuss their progress in using learned capabilities on the job

Peer Support (support network)

1717



Trainee is provided with or actively seeks experience using newly learned knowledge, skills, or behavior


Opportunity to Use Learned Capabilities

(opportunity to perform)

Electronic Performance Support Systems (EPSS)&

Knowledge Management SystemsTechnological Support

Computer applications that can provide (as requested) skills training, information access, and expert advice

Electronic Performance Support Systems (EPSS)

Process of enhancing company performance by designing and using tools, systems, and cultures to improve creation, sharing and use of knowledge

Knowledge Management Systems

1818



Employees ability to self manage their use of new skills and behaviors on the job


Self Management Skills

1919


Selecting Training Methods

Training methods in which trainees are passive recipients of information

Presentation Methods

Trainer lecturing a groupInstructor – Led

Classroom Instruction

Used by geographically dispersed companies Distance Learning

Synchronous exchange of audio, video, or text between individuals or groups at two or more locations

Teleconferencing

Classroom instruction provided online via live broadcasts

Webcasting

2020



Training methods in which trainees are passive recipients of information

Presentation Methods

Includes overheads, slides, and videoAudiovisual Techniques

Includes iPods and PDAsMobile Technologies

2121



Training methods that actively involve the trainee in learningHands-on Methods

Peers or managers training new or inexperienced employees who learn the job by observation, understanding, and imitation

On-the-job Training

A program in which employees take responsibility for all aspects of learning

Self Directed Learning

A work study method with both on the job and classroom training

Apprenticeship

A training method that represents a real life situation, allowing trainees to see the outcomes of their decisions in artificial environment

Simulation

2222




Using role playing to enforce certain models of behavior

Behavior Modeling

Combines the advantages of video and computer based instructions

Interactive video

Computer description of humans that can be used as imaginary coaches, co-workers, and customers in simulations

Avatars

Computer based technology that provides trainees with a three dimensional learning experience

Virtual Reality

2323




Instruction and delivery of training by computers through the internet or company intranet

E-Learning

Technology platform that automates the administration, development, and delivery of a company’s training program

Learning Management System

Directly translating instructor led training onlineRepurposing

Ability of trainees to actively learn through self pacing exercises, links to other materials, and conversation with other trainees and experts

Learner Control

2424




Training techniques that help trainees share ideas and experiences, build group identity, understand the dynamics of interpersonal relationships, and get to know their own strength and weaknesses and those of their co-workers

Group or Team building Methods

Learning focused on the development teamwork and leadership skills by using structured outdoor activities

Adventure Learning

2525




A training method that represents a real life situation, allowing trainees to see the outcomes of their decisions in artificial environment

Team Training

Team members understand and practice each other’s skills

Cross Training

Trains the team in how to share information and decisions

Coordination Training

Training the team manager or facilitatorTeam leader

Training

2626




Teams work on an actual business problem, commit to an action plan, and are accountable for carrying out the plan

Action Learning

An action training program that provides employees with defect reducing tools to cut costs and certifies employees as green belts, champions, or black belts

Six Sigma Training

2727


Which Training Method to Select?

Type of learning outcome Transfer of training

effectiveness Time needed

Number of trainees Cost

2828


Evaluating Training Programs

A way to evaluate the effectiveness of a training program based on cognitive, skills based, affective, and results outcomes

Training Outcomes

Strengths &Weaknesses – Design contribution to learning – Trainees benefited – Level of satisfaction – Financial benefits & costs – ROI – Cost comparison with

other programs

Reasons for Evaluating Training

2929



Evaluation Design

Pretest/Posttest with Comparison Group Posttest only with comparison Group

Pretest / Posttest Posttest Only

Time Series

3030



Determining Return on Investment

the process of determining the economic benefits of a training program using accounting methods

Cost Benefit Analysis

Determining Costs Determining Benefits

Making the Analysis

3131



Training Effects to be Measured

1- Reaction

2- Learning

3- Behavior

4- Results

Effectiveness

Cost Effectiveness

3232

Selection Methods Standards

Validity

The extant to which a performance measure all the relevant –and only the relevant- aspects of job performance

Criterion Related Validation Content Validation

3333


Validity

Criterion Related Validation

Predictive Validation Concurrent Validation

A method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job performance scores

Acieration related validity study that seeks to establish an empirical relationship between applicants’ test scores and their eventual

performance on the job

Acieration related validity study in which a test is administered to all the people currently in a

job and then incumbents’ scores are correlated with existing measures of their performance on

the job

3434


Validity

Content Validation

A test validation strategy performed by demonstrating that the items, questions, or problems posed y a test are a representative sample of the kinds of situations

or problems that occur on the job

3535


Generalization

The degree to which the validity of a selection method established in one context extends to other contents

Utility

The degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in real organization

3636


Legality

The degree to which the selection methods confirm to existing laws and legal precedents

3737

Types of Selection Methods

Interviews

A dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment

Advantages Disadvantages

Situational Interview

3838


References, Biographical Data, and Applications Blanks


3939


Physical Ability Tests


4040


Cognitive Ability Tests

Verbal Comprehension


Quantitative Ability Reasoning Ability

4141


Personality Inventories


4242


Work Samples


4343


Honesty Tests and Drug Tests


Documents

1 Chapter 7 Training. 2 Introduction Why Training is Important?