Training in Organization

General Open Systems Model

OPEN SYSTEM

INPUT PROCESS OUTPUT

Systems External Environment

OUR ORGANIZATION SYSTEM

TRAINING

• What is training?• Why training? • How training?

Training as a Subsystem within the Organizational System

TRAINING SUBSYSTEM

Organizational Needs Analysis KnowledgeEmployee Needs Design SkillsBudget Development AttitudesEquipment Implementation MotivationStaff Evaluation Job Performance

INPUT PROCESS OUTPUT

TRAINING’S ORGANIZATIONAL ENVIRONMENT

Mission Strategy Structure Policies ProceduresFinances Resources People Products Technology

Training Process Model

OutcomeEvaluationData

Needs Analysis Phase Input Process Output

Design Phase Input Process Output

Development Phase Input Process Output

Implementation Phase Input Process Output

Evaluation Phase Input Process Output

ProcessEvaluation Data

Triggering Event

Training

• The process of developing skills in order to more effectively perform a specific job or tasks

• To provide employees with the KSA to perform more effectively (to meet current job requirements or prepare them to meet inevitable changes)

• Part of an integrated system in which performance is measured against criteria

TRENDS IN TRAINING

• Aligning training with business strategy• Advances in technology• Managing talent• Improving training function• Quality • Legal issues

ALIGNING TRAINING WITH BUSINESS STRATEGY

• Top priority of HR managers• Rapid changing of business environment• Training improve performance

Advances in Technology

• Rapid advances in learning technology• New learning media• Mobile technology

Managing Talent

• Due to changing demographics; diversity• Developing the right talent; selecting and

retaining talents.• Knowledge delivery systems; continuously

upgrade employees knowledge and skills.

Quality and Continuous Improvement

• Training as part of performance improvement system

• Identification of performance improvement opportunities identification of alternative solution

• Design and implementation• Evaluation of results

Legal Issues

• Equal employment opportunity• Sexual harassment• Required training (e.g. ???)• Liability for injury or illness • Confidentiality• Copyrighted Materials

KEY CONCEPTSGLOSSARY

Define key concepts

• Learning• KSA : Knowledge, Skills and attitudes• Competencies• Training, development and education• Training Need Analysis (TNA)

Important Concepts

• Learning- relatively permanent change in cognition

• KSA – types of learning outcomes– Knowledge: information, organize,

understanding– Skills: capacities needed to perform a set of

tasks– Attitudes: beliefs and opinions a person hold

about things or events…• Competencies – A set of KSA that enables a

person to be successful in performing

Important Concepts

• Training, development, education– Training is a process or activity that supports

individual learning through specialized instruction and practice

– Education is an experience that is designed to provide more general learning that is not specific to a job.

– Development is the learning of KSAs (an outcome of training and other experiences).

Important Concepts

• TNA is a process of collecting information about an expressed or implied need that could be met by conducting training. Result of TNA tells analyst what type of training needed and who needs training.

• Deficiency is a performance that does not meet the current standard/target.

Analysis Phase (TNA)

Input Process Output

TRIGGER Actual Organizational Performance (AOP) VS Expected Organizational Performance (EOP)

Identify Performance Discrepancy (PD)PD = EP VS APAnd Causes of PD

Non Training Needs

Training Needs

Resources

Operational Analysis Expected Performance (EP)

Person Analysis Actual Performance (AP)

Organizational Analysis Objectives

Environment

WHAT

• Organizational Analysis determines the appropriateness of training based on its business strategy, resources, support, etc.

• Operation and task analysis identifies the important tasks and KSA/competencies that need to be emphasized in training.

• Person analysis:– To determine whether performance deficiencies

result from lack of KSA or motivational or work-design problem.

– To identify who needs training– To determine employees’ readiness for training.

WHY

• Systematic– Actual Org. Performance less than Expected Org.

Performance = Org. Performance Gap

• TNA determines whether training can correct the performance problem:– Increase the chances that the time and money spent

on training is spent wisely– Determine the benchmark for evaluation of training– Increase the motivation of participants– Align the training activities with the company’s

strategic plan

When?

• Changes in organization: – Technology– Human resource– System – ???

When Not to Conduct?

• To communicate new vision or address legal concerns that affect all employees

• Team building training needed by all employees

• ???

1st Mini Group Assignment

Discuss what are the steps that need to be taken if:

•You need to develop a new development program for SPACE students ?