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Employee Training

A process whereby people acquire skills and knowledge to aid in the achievement of organizational goals. Hard and soft skills

Increasing human capital

Poorly trained employees may not perform to their potential Non-maximum performance

Costly mistakes.

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Types of Training

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Legal Issues and Training

Training Design and Delivery

Criteria and practices used

to select individuals

Accommodation of individuals

with disabilities

Requiring signing of training

contracts

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Training and Organizational Strategy

Benefits of Strategic Training HR and trainers partner with operating

managers to solve problems, and to make contributions to organizational results.

Managers are less likely to think that training alone can solve performance problems.

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Training and Organizational Strategy

Organization Competitiveness and Training Training makes organizations more

competitive.

Training helps retain valuable employees.

Training helps accomplish organizational strategies.

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Linking Organizational Strategies and Training

Source: Based on ideas from Lisa A. Burke and Joseph V. Wilson III.

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Organizational Competitiveness and Training

Knowledge Management and Training Identifying and leveraging

intellectual capital to create value and be competitive.

Effort to get the right knowledge to the right people/right time so that it can be shared and put into action.

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Organizational Competitiveness and Training

Training as a Revenue SourceMarketing training with or

alongside products can contribute significantly to a firm’s revenues.

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Focusing on identifying and addressing root

causes of performance

problems

Documenting and comparing high performers with

typical performers

Recognizing the interaction of individual and organizational

factors

Performance Consulting

Performance Consulting Approach

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Training and Global Strategies

Global Assignment TrainingCross-cultural training crucial to global strategic

success as businesses expand overseas.

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Intercultural Competence Training

Source: Developed by Andrea Graf, PhD, Technical University of Braunschweig, Germany, and Robert L. Mathis, PhD, SPHR.

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Developing Strategic Training Plans

Effective training efforts consider: Is there really a need for training?

Who needs training?

Who should do the training?

What form will the training take?

How will knowledge be transferred to the job?

How will the training be evaluated?

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Systematic Training Process

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Sources of Information Used in Training Needs Assessment

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Establishing Training Objectives and Priorities

Gap Analysis The distance between where an organization is with

its employee capabilities and where it needs to be.

Types of Training Objectives

Knowledge Skill Attitude

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Training Design

Learning Styles

Tactile Learners

Visual Learners

Auditory Learners

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More Training Design

Learner Readiness

Self-Efficacy Motivation to Learn

Ability to Learn

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More Training Design

Have need to know why they are learning something.

Have need to be self-directed.

Bring more work-related experiences into the process.

Employ a problem-solving approach to learning.

Are motivated by both extrinsic and intrinsic factors.

Adult Learning

Principles

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More Training Design

Spaced Practice

Massed Practice

Learner Participation

Active Practice

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More Training Design

Behavior Modeling Copying someone else’s behavior by observing

how another person deals with a problem.

Reinforcement Law of effect states that people tend to repeat

behaviors that are rewarded and avoid behaviors that are punished.

Immediate Confirmation Reinforcement and feedback are most effective

when given as soon as possible after training.

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More Training Design

Transfer of Training When trainees actually use on the job what

they learned and maintain use of the learned material over time.

Increasing the Transfer of training Offering trainees an overview of training

content and process.

Ensuring that the training mirrors the job context.

Opportunities for practice

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Approaches to Maximizing Transfer

Identical Elements Basic Principles Automaticity Conducive Climate

Transfer can be positive, negative, or zero.

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Training Delivery: Factors

Nature of training Subject matter Number of trainees Individual vs. team Self-paced vs. guided Training resources/costs E-learning vs. traditional Geographic locations Time allotted Completion timeline

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Methods Companies Use to Deliver Training

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Internal Training

Informal Training

Training that occurs through interactions and feedback among employees.

On-the-Job Training (OJT)

Shadowing

Problems with OJT

Poorly-qualified or indifferent trainers

Disruption of regular work

Bad or incorrect habits passed on

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Stages for On-the-Job Training (OJT)

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Internal Training

Cross-Training Training people to do more than one job.

Increases flexibility and development

Challenges of Cross-Training Threatens unions with loss of job jurisdiction

and broadening of jobs

Requires different scheduling during training

Causes loss of productivity as people learn

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Why External Training?

Cost effective to outsource Insufficient time to develop

training Lack of expertise

internally

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Combination Training Approaches

Forms of Cooperative Training

School-to-Work

Transition

Apprentice Training

Internship

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Most Common Apprenticeship Occupations

Source: U.S. Department of Labor, 2006, www.dol.gov.

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Orientation: Bringing New Employees On Board

Establishes favorable employee impression of the

organization

Provides organization and job information.

Bring more work-related experiences into the process

Accelerates socialization and integration of new employees

Ensures employee performance

and productivity begins quickly

Achievements of Effective Orientation

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Effective New Employee Orientation

Sample

Sample

Sample

SampleSample

Sample

SampleSample

Prepare for new

employees

Usementors

Use an orientation checklist

DocumentCover Handbook

Avoid information

overload

Evaluate and follow up

Making Employee

Orientation More

Effective

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E-Learning: On-Line Training

Internet or organizational intranet to conduct training on-line.

E-Learning Methods

Distance Training/ Learning

Simulations and Training

Blended Learning

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Advantages and Disadvantages of E-Learning

Source: Developed by Lisa A. Burke and Robert L. Mathis.

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Why E-Learning?

• Top management support and available funding

• Embracing decentralized and individualized training.

• Current training methods not meeting training needs.

• Trainees are computer literate and have access to the Internet.

• Travel time and costs for geographically-dispersed trainees

• Trainees are self-motivated and can direct their own learning.

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Kirkpatrick’s Levels of Training Evaluation

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Training Evaluation Methods

Cost-Benefit Analysis Comparison of costs and benefits

associated with organizational training efforts

Measurement of costs and benefits may be difficult.

Return on Investment (ROI)

Benchmarking

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Training Evaluation Metrics

4. Conduct costs and savings benefits

comparison

3. Compute potential benefits

2. Identify potential

benefits/outcomes

1. Determine overall

training costsCost-Benefit

Analysis

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Balancing Costs and Benefits of Training

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Internal Validity: Did training cause the change?

Experimental Design

Post-Measure

Pre/Post-Measure

Pre/Post-Measure

with Control Group