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Learning Unit 1
Overview of Training and Development
LECTURE CONTRACT
By the end of this lecture, you will be able to:
1. Define the of training & development
2. Explain the of training & development
3. Identify the
4. Interpret the
5. Describe some
Training vs Development
What’s the difference
?
Introduction
Changes affecting society today
• Globalization
• Technology changes
• Economic conditions
• Changing worker attitudes & values
• Demographics & diversity
(https://www.youtube.com/watch?v=EhQd4RkUO-A)
1. Concepts of Training & Development
Training Development
Organized process of acquiring knowledge & skills to be used or to improve performance in the present job or to maintain existing capability to do the present ongoing job
Organized process of acquiring knowledge & skills that are not related to the present job or task. Beneficial to individual for character & personality building – to assist in physical, mental & spiritual growth
Acquisition of knowledge and skills for present tasks, a tool to help individuals contribute to the organization and be successful in their current positions and a means to an end
(Fitzgerald, 1992).
Acquisition of knowledge and skills that may be used in the present or future, preparation of individuals to enrich the organization in the future
(Fitzgerald, 1992)
2. Why do we need
Training and Development?
Purpose of Training & Development
To improve an individual’s
level of self awareness
• Learning about
one self
• Includes
understanding of
roles &
responsibilities
To increase an individual’s
skills in one or more areas
of expertise
• Assumption that
training increases
employee’s ability
to perform
effectively on the
job
To increase an individual’s
motivation to perform the
job well
• Maximize desire to
perform well
• e.g. job rotation
3. Fundamental elements of Training & Development
Fundamental
Elements
Accountability
(ownership)
Stakeholder
identification
Definition &
documentation
of process
Checkpoints
Responsibility
for steps in
process
Continuous
improvement
of process
3.1) Accountability
Someone needs to be responsible & accountable in
order for process to be efficient
Accountable person – in charge of the whole process
in order to ensure that nothing goes wrong
Training manager – accountable for training process
3.2) Stakeholders
Person who has vested interest in the outcome of the
training process
Examples of stakeholders
- Managing directors
- Heads of departments
- Managers of operating units
3.3) Define & Document Training Process
Establishes boundaries of
the process
• Defines
beginning &
endpoints
of process
Beginning point of
process
• Where you
take control
from
someone
End point of process
• Where you
hand over
control to
someone
Training Process
Need AnalysisDevelop
objectives
Formulate
strategies
Develop
curriculum
Select methods
Manage
location &
resources
Pre-course
administrationDeliver course
Post-course
administrationEvaluation Question: How many steps?
Training needs
analysis
•Identifies organization's,
division’s and individual
needs
•Translates needs into training
objectives
Develop training
objectives
•Develops clear and concise
performance or learning
objectives
•Purpose:
•Ensures appropriate learning
experiences are provided to
learners
Formulate strategies
•Strategies for effective
teaching & learning
•3 main areas of interest
•Is the individual trainable?
•How should training
program be arranged to
facilitate learning?
•What can be done to ensure
what was learned in training
be retained and transferred
to the workplace?
Develop training
curriculum
•Identify suitable course
•Decide to
•Use existing course; or
•Buy external course; or
•Develop new course
•If no existing courses suitable
then new course would have
to be developed & piloted
•May need to recruit trainers,
select & develop them
Select training
methods
•Training method selected
must be appropriate.
•Aim is always to provide
learning experiences
•Available methods classified
into
•On site
•Off site
Manage location &
resources
•Ensure appropriate locations
& resources available.
•Budgets costs to meet
training needs
•Obtain approvals for
budgets
Pre-course
administration
• Book location,
accommoda-
tion, trainers &
F&B
• Ensures
identified
people get to
right place at
the right time
Course delivery
• Implements or
delivers course
to participants
Post-course
administration
• After the
course had
been
completed,
attendance
should be
noted and
training records
updated.
Evaluate training
• Method to
ensure that
process has the
desired effect
ADDIE Model
4. Relationship of training to other HR functions
Training• Training & task analysis
• Training & staffing
• Training & performance appraisal
4.1 Training & task analysis•Task analysis
•Ensures identified people get to right place at the right time
4.2 Training & staffing•Highly likely new recruits will already possess skills and knowledge to perform effectively.
•If not then training & development needs to occur.
4.3 Training & performance appraisalUse of performance appraisal
•Measure employee’s performance level
How it affects training?
•Determines training needs for organizational units
•Used as a basis to evaluate the worth of training & development
•Means to identify employee weakness
•Means to improve efficiency
5. Organizational factors affecting training & development
Large variations exist in the scope & organization of training functions across organizations
• Managing of training unit
• Training staff’s accountability
• Training staff’s involvement in training employees
• Training staff’s use of training program
• Training staff’s functions
What are the factors causing these variations?
5. Organizational factors affecting training
1. Corporate Strategies
2. Organizational structures
3. Technologies
4. Attitudes towards training
5.1 Corporate Strategies
Traditional views of
training
• No real linkage to business strategy
• Training a cost not an investment
• Training manager has no influence
on formation of corporate strategy
• Training seen as side activity to the
“real” work of organisations
Progressive view of
training
• Training manager participates in
business strategic planning
• Training plan can support business
strategy
5.2 Organization structure
• Some organizations have centralized group to control all training programs
• Other organizations place trainers in key locations independent of corporate headquarters
• Dependent on cost, size and maturity of organizations
5.3 Technologies
Some organizations are involved in rapidly changing technologies; others find themselves in a stable environment.
Rapidly changing technologies
– Requires continual retraining
5.4 Attitudes Towards Training
• Organization’s attitude depends on key personnel within.
• Main source of organization’s training philosophy.
Any other factors affecting training?
Don't forget to post your self-reflection
in your ePortfolio.