Chapter 7
Training
1
Introduction
Why Training is Important?
2
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
3
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
4
Designing Effective Training Activities
Training Design Process
A systematic approach for developing training programs
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
5
Designing Effective Training Activities
Needs Identification and Assessment
Training Needs Identification: The process used to determine training gap
Training Needs Analysis / Assessment: The process used to determine if training
is necessary
Training
Gap
Job Requirements
Employee Capabilities
6
Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 1
Organizational Analysis
Level 2
Task / Job Analysis
Level 3
Person / Employee Analysis
7
Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 1
Organizational Analysis
Support of Managers and Peers
Companies’ Strategic Directions (strategic training and
development initiative)
Companies’ Strategic Directions
8
Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
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
9
Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 3
Person Analysis - Factors
Performance and Learning:
Influence
Employees’
Person Characteristics
Input
Output
Consequences
10
Feedback
Designing Effective Training Activities
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
11
Designing Effective Training Activities
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
12
Designing Effective Training Activities
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
Meaningful training content
Opportunities for practice
feedback
Observe experience, and interact with
others
Good program coordination and
administration
Commit training content to memory
13
Designing Effective Training Activities
Creating A Learning Environment
Communities of Practice
Groups of employees who work together, learn from each other, and develop a
common understanding of how to get work accomplished
14
Designing Effective Training Activities
Ensuring Transfer of Training
Transfer of Training
The use of knowledge, skills, and behaviors learned in training on the job
15
Designing Effective Training Activities
Ensuring Transfer of Training
Transfer of Training Requirements
Climate for Transfer
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
Managers Support
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
Peer Support (support
network)
Trainees who meet to discuss their progress in using learned
capabilities on the job
16
Designing Effective Training Activities
Ensuring Transfer of Training
Transfer of Training Requirements
Opportunity to Use
Learned Capabilities
(opportunity to perform)
Trainee is provided with or actively seeks experience using
newly learned knowledge, skills, or behavior
Technological Support
Electronic Performance Support Systems (EPSS)
&
Knowledge Management Systems
Electronic Performance
Support Systems (EPSS)
Knowledge Management
Systems
Computer applications that can provide (as requested)
skills training, information access, and expert advice
Process of enhancing company performance
17 by
designing and using tools, systems, and cultures to
Designing Effective Training Activities
Ensuring Transfer of Training
Transfer of Training Requirements
Self Management Skills
Employees ability to self manage their use of new skills and
behaviors on the job
18
Designing Effective Training Activities
Selecting Training Methods
Presentation Methods
Training methods in which trainees are passive recipients of
information
Instructor – Led
Classroom Instruction
Distance Learning
Trainer lecturing a group
Used by geographically dispersed companies
Teleconferencing
Synchronous exchange of audio, video, or text
between individuals or groups at two or more
locations
Webcasting
Classroom instruction provided online via live
broadcasts
19
Designing Effective Training Activities
Selecting Training Methods
Presentation Methods
Training methods in which trainees are passive recipients of
information
Audiovisual
Techniques
Mobile Technologies
Includes overheads, slides, and video
Includes iPods and PDAs
20
Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
On-the-job Training
Peers or managers training new or inexperienced
employees who learn the job by observation,
understanding, and imitation
Self Directed Learning
A program in which employees take responsibility for
all aspects of learning
Apprenticeship
A work study method with both on the job and
classroom training
Simulation
A training method that represents a real life situation,
allowing trainees to see the outcomes of their decisions
in artificial environment
21
Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
Avatars
Computer description of humans that can be
used as imaginary coaches, co-workers, and
customers in simulations
Virtual Reality
Computer based technology that provides
trainees with a three dimensional learning
experience
Behavior Modeling
Using role playing to enforce certain models of
behavior
Interactive video
Combines the advantages of video and computer based
instructions
22
Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
E-Learning
Instruction and delivery of training by computers
through the internet or company intranet
Repurposing
Directly translating instructor led training online
Learner Control
Ability of trainees to actively learn through self
pacing exercises, links to other materials, and
conversation with other trainees and experts
Learning Management
System
Technology platform that automates the administration,
development, and delivery of a company’s training
program
23
Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
Group or Team
building Methods
Adventure Learning
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
Learning focused on the development teamwork and
leadership skills by using structured outdoor activities
24
Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
Team Training
A training method that represents a real life situation,
allowing trainees to see the outcomes of their decisions
in artificial environment
Cross Training
Team members understand and practice each
other’s skills
Coordination
Training
Trains the team in how to share information and
decisions
Team leader
Training
Training the team manager or facilitator
25
Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
Action Learning
Teams work on an actual business problem, commit to
an action plan, and are accountable for carrying out the
plan
Six Sigma Training
An action training program that provides
employees with defect reducing tools to cut
costs and certifies employees as green belts,
champions, or black belts
26
Designing Effective Training Activities
Which Training Method to Select?
Type of learning outcome
Transfer of training
effectiveness
Time needed
Number of trainees
Cost
27
Designing Effective Training Activities
Evaluating Training Programs
Training Outcomes
A way to evaluate the effectiveness of a training program based on cognitive,
skills based, affective, and results outcomes
Reasons for Evaluating Training
Strengths &Weaknesses – Design contribution to learning – Trainees benefited –
Level of satisfaction – Financial benefits & costs – ROI – Cost comparison with
other programs
28
Designing Effective Training Activities
Evaluating Training Programs
Evaluation Design
Pretest/Posttest with Comparison Group
Posttest only with comparison Group
Pretest / Posttest
Posttest Only
Time Series
29
Designing Effective Training Activities
Evaluating Training Programs
Determining Return on Investment
Cost Benefit Analysis
the process of determining the economic benefits of a training
program using accounting methods
Determining Costs
Determining Benefits
Making the Analysis
30
Designing Effective Training Activities
Evaluating Training Programs
Training Effects to be Measured
1- Reaction
Effectiveness
2- Learning
3- Behavior
Cost Effectiveness
4- Results
31
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
32
Selection Methods Standards
Validity
Criterion Related Validation
A method of establishing the validity of a personnel selection method by showing
a substantial correlation between test scores and job performance scores
Predictive Validation
Concurrent Validation
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
33
Selection Methods Standards
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
34
Selection Methods Standards
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
35
Selection Methods Standards
Legality
The degree to which the selection methods confirm to existing laws and legal
precedents
36
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
37
Types of Selection Methods
References, Biographical Data, and Applications Blanks
Advantages
Disadvantages
38
Types of Selection Methods
Physical Ability Tests
Advantages
Disadvantages
39
Types of Selection Methods
Cognitive Ability Tests
Verbal Comprehension
Advantages
Quantitative Ability
Reasoning Ability
Disadvantages
40
Types of Selection Methods
Personality Inventories
Advantages
Disadvantages
41
Types of Selection Methods
Work Samples
Advantages
Disadvantages
42
Types of Selection Methods
Honesty Tests and Drug Tests
Advantages
Disadvantages
43