Unit I1-Introduction to
Training
o Edwin B. Flippo Said, "Training is the act of
increasing the knowledge and skills of an
employee for doing a particular job."
o
Training and development programs help
employees learn and acquire new skills, as well
as gain the professional knowledge required to
progress their
careers
-
IBM
0 Organizations also have to rethink the larger
framework of what skills will be needed in the
near future.
muchskills
Top 15 skills of 2025
2020
2025
A recent meta-level 1BM study (PDF, 916
KB) predicts that more than 120 million
workers in the world's twelve largest
retrained in
economies may need to be
the next three years because of Al-
enabled automation
Objectives of Training
o (i) To provide job related knowledge to the
workers.
o
() To impart skills among
the workers
systematically so that they may learn quickly.
o(in) To bring about change
in the attitudes of the
Workers towards fellow workers, supervisor and
the organization.
o (iv) To improve the productivity of the
o
workers and the organization.
(v) To reduce the number of accidents by
providing safety training to the workers,
o(vi) To makethe workers handle
materials, machines and equipment
efficiently and thus to check wastage of
time and resources.
o (vi) To prepare workers for promotion to
higher jobs by imparting them advanced
skills
Need for Training
o
when company revises its objectives and
adjust the changing market conditions.
goal
to
o to improve the performance of the employees
s e t up a benchmark
of performance whichfinancial
employees are expected to achieve in
a
year
o
team
and
management, communication management
to teach the
employee
new
skills such
as
leadership behavior.
o to test new methods of enhancing organizational
productivity.
Importance of Training
Training isn't just important to any company,
it is
vital
o is a key for the succession planning of the
organization as it helps in improvement of skills
like team management and leadership.
o the investment in training that a company makes
shows ernployees that they are valued.
o Addressing weaknesses
o Increased innovation in new strategies and
products
o Reduced employee turnover
Methods of Training
On the Job Trainings
ob
Rottion
offthe Job Trainings
ClestoomLecure
RolePying
8 Learning and Development
(L&D) Trends to Watch in 2022
oUpskiling &Reskilling for the Digital Workplace:
L&D teams can are now incentivizing internal
workforces to complete courses:
Other types of upskiling includes
o Company Culture Training
o Leadership & Management Training
oDiversity & Inclusion Training
o Role or Industry-Specific Training
o Compliance Training
Content Repurposing A trend to watch in 2022 is
repurposing existing training content
into multimodallearning content - ie the same
L&D course content being reformatted across
Video,audio reading. and visual content
Its now easier with LMS, other Learning softwares
In-App Experiences
In-app experiences allow L&D teams to create
learning onboarding. training. and overall support
content embedded directly inside the digital tools
their workforce is using
Examples of L&D in-app experiences include
o
Contextual workflows to guide employees through
advanced or underutilized features of a software
application such as Salesforce, Microsoft
Dynamics or other enterprise software to teach
them to improve their proficiency with the tools.
Interactive walkthroughs that guide new hires
through their onboarding process.
Knowledge
bases with searchable FAQs that allow
team members to find answers to answers to
troubleshooting questions.
o Embedded anonymous surveys that allow
employees to give feedback on the current L&D
and support content
o Microlearning: Microlearning is the act of
breaking up L&D course content into
small, bite-sized chunks of learning that
typically last less than 5 minutes.
Research has shown that microlearning
can improve knowledge retention by as
much as 80%, while also improving
engagement of learners by 50%.
o Knowledge-Sharing Ecosystem:A successful
knowledge management (KM) strategy starts
with companies creating process
documentation, ie. detailed step-by-step
instructions on how to do different internal
processes. Similar to Internal wiki
o Real-Time Employee Feedback:With real-time
employee feedback, L&D teams can ask
learners for their feedback in short NPS surveys
or more
in-depth long-form answer surveys-
directly after or in an employee training course.
Bussess opiCs
Creeirve
Business Araf;sis and Strate
Busiess Softwäre ard Tools
Caree Dev9Cgm-=e*
Machel.y
PIotessamv Deveiegrt
*
Custo:mer Seryice
Lroder stp aii tarie geseet
CASES from the
o
At Facebook, most of the
Corporate
learning happens
organically within functional departments and is
peer-to-peer and employee-driven.
oFacebook's Engage Coaching Program provides
new managers with one-on-one sessions with an
executive coach to help them develop effective
people management skills.
oFacebook's FLiP (Facebook Leadership in
Practice) Program:
The
best
and
FLiP program goes deep
practices,
coaching
case
into
leadership
studies, team-building
circle exercises where
rising
leaders receive feedback and coaching from
their peers and Facebook executive team
members
Facebook's nationally
recognized Managing Unconscious
Bias program trains employees to
acknowledge bias in the workplace and
build productive working
with co-workers.
relationships
Thus, Facebook successfully uses L&D to
create a culture that puts
people first,and
fosters employee engagement,
collaborative relationships and continual
learning.
Types of Training
o
Technical or Technology Training:
new
employee
the
to teach the
technological aspects of the
job. Eg: New software
o
Quality Training: Quality training refers to
familiarizing employees with the means of
preventing, detecting, and eliminating non
quality items, usually in an organization that
produces a product. Eg:ISO,Six Sigm
oSkills Training
o
Skills
training,
proficiencies
the third
needed to
type of training, includes
actually perform the job.
o Example:.An example of a type of skills training9
is from AT&T and Apple (Whitney, 2011), who in
summer 2011 asked their managers to
accelerate retail employee training on the
iPhone 5
Soft Skills Training: Soft skills refer to
personality traits, social graces, communication,
and personal habits that are used to
characterize relationships with other
people.Sometimes it could include sexual
harassment training and ethics training.
oProfessional Training and Legal Training
Professional training is a type oftraining required
to be up to date in one's own professional field.
For example, tax laws change often, and as a
result, an accountant for H&R Block must
receive yearly professional training on new tax
Codes
o Team Training
The goal of team training is to develop
cohesiveness among team members, allowing
them to get to know each other and facilitate
relationship building.
o
Managerial Training: Succession Planning(Training),
Leadership Training, Preparing managers to lead
effectively.
oSafety Training:
Safety training is a type oftraining that occurs to
ensure employees are protected from injuries caused
by work-related accidents.
Example:The Occupational Safety and Health
Administration, or OSHA, is the main federal agency
charged with enforcement of safety and health
regulation in the United States. OSHA provides
external training to companies on OSHA standards.
UNIT II
o Needs Assessment refers to the process used to
determine whether training is necessary.
It involves:
o Organization Analysis - determines the
appropriateness for training ie., resources
required, how does it link to the business strategy.
o Person Analysis - VWho needs training?
Determines whether performance deficiencies
results from lack of SKA, motivational or work
design problem, employees readiness for training
Task Analysis- Identifies the important task related
knowledge/skills to be imparted.
Why is Needs Assessment
necessary?
Training may be incorrectly used as a solution to a
performance problem
Trainees may be sent to training programs for which
they do not have the basic skills,prerequistic skills
or confidence needed to learn.
Money wasted due to TP unrelated to the company's
business strategy.
Causes and Outcomes of Needs
Assessment
Feasans or PeSsure Foaishalls the Certext?
Atcones
Vinat irareés lHFeito Léan
Lgseon
Pecr Petamac
YhoRecevS Trar tg
Yhatl Traning elh:t Is
ganizay
Nes Technake
In Vns
Nec Produts
Her Peto1310
St4%.
JCDS
Apropinale
FrequEticy cl Traning
CusTt ReqUEStS
Arayss Need
Pescn
Arvalysis
Wto Needs Trarirg?
Trariny'
Buy versus Bu'd iraru-a
Decision
Trainng versus CUler HR
Optens Sucn es Selaes.on
01 kb Roksign
Hcw Tran rig Sthcuid Be
EvalilJsted
ct Tiatg
Who should
participate in Needs Assessment?
y
ConoermsorUpper and vliallyel ivlar1E1Jsr
n
rainers in Needs ASeSsrrerit
Organizational
Analysis
ls training importantto
achieve ourbusiness
objectives?
Trainers
Midlevel Managers
Upper-Level Managers
Do l want to spend
money on training?
Do l have the budget to
How much?
Will managers support
buy training services?
training?
How does training
support ourbusiness
strategy?
Person
What functions or
Analysis
business units need
Howwill I identity which
Who should be trained?
employees need training?
Managers?
training?
Professionals?
Core employees ?
********
Task Analysis
Does the companyhave
the people with the
knowledge. skills. and
ability needed to compete
in the marketplace?
Whattas ks should be
For whatjobs can
training
make the
trained?
biggest
difference in product
quality or customer
Whatknowledge. skills.
service?
characteristics are
ablity, or other
necessary?
2005 The ieGraw-iill Companies, Inc. All rights reserred
3 8
Methods used in Needs Assessment
TABLE 3.2
Adantases and Dsinh.antiyes ui e r d s As**sient Techniqjues
Techrique
Oserv3.i
Disadvantages
Advantages
entaies
d a t a relevant t ) work
Cstarnares
o t v3rk
nexDensive
e n piiect uata t r a a largt imber
Dat
Needs Skiiled oUserver
Egeayees' t:hávior eny tbe atfeciei ioy
CRirorHTient
Mini'TV2es nterupiio
Reepitres Time
PSSitzi
icvv u r i rát:es. it3PrCutale
taily s1FTiIYi2e0
an
SME
irecafariurv
Oly i
1o S1,lis
Cvitiue inietidtiiyI tuv
ttunk yois Viait K3
tFa't
'
\atk
Yctinày pe u 1aDie t i r i i
THE NEEDS ASSESSMENT PROCESS
o Organization Analysis: Identifying whether training
supports
the
whether
managers,
support
company's strategic
training
peers,
activity;
and
and
direction;
employees
what
training
resources are available.
Questions to ask in an Organization Analysis
Leam
Succeed
Questions to Ask in
an Organizational Analysis
Table 3.3
How might the
training content affect our employees' relationship
with
our customers?
need to know about the training program?
What might suppliers, customers, or partners
needs of the business?
the
with
strategic
How does this program align
this
to
devoted
program?
Should organizational resources be
this
for
and
training to succeed?
peers
What do we need from managers
interfere with training (e.g, lack of
environment
might
work
the
features of
What
new skills)?
equipment, no time to use
content and ensure that we
can help us develop the program
who
have
we
experts
Do
the
program?
asS we develop
understand the needs of the business
as an opportunity? reward? punishment?
the
program
training
Will employees perceive
waste of time?
managers, vendors,
suppliers, program developers)
Which persons or groups (employees,
succeed ? Whosesupport do we need?
have an interest in seelng tralning
Hat
3-11
Questions to ask Vendors and Consultants
nect
Succe
Table 3.4 Questions to Ask
Vendors and Consultants
How much and what ypeof experience does your companry have in destgning and
delveringtraining?
What are the qualications and eiperiences of your statfi?
Can you provide demonstations or examples of training programs you havedeveloped?
Can you provide relerences of cients for whom you have worked?
What evidence do you have that your programs work?
What irstructionel design methods do you Use?
How do your products orsevicesfitour needs?
3-12
o When using consultant for training its important to
check whether they are going to offer Generic
content or Customized content according to their
needs
PERSON ANALYSIS
Person Charecteristics
Basic Skills
Self-Efficlency
Awareness of Timing Needs, Career Interests, Goals
Input
Understand What, How, When to Perform
Situational Constraints
Soclal Support
Process for
analyzing the
factors that
Opportunity to Perfom
Output
Expectations for Learning and Performance
Consequences
Influence
employee
performance
and learning
Norms
Benefits
Rewards
Feedback
Frequency
Motivation to Learn
Specificity
Learning Performance
Detail
|AMcGra-}HilUlnvin
2005 The MkGraw-Hill Companies, Inc. All ighis reserved.
TASK ANALYSIS
Task analysis results in a description of work
activities, including tasks performed by the
employee and the knowledge
3-17
Connect
Succeed
Table 3.9 -
Key Points to Remember
When Conducting a Task Analysis
Atask analysis shoud idernty both what employees are actualy doing and uhat they
shoud be doing on the jo.
Task analysis begins by breaking the job into duties and tasks
Use more than tuo methods for colecting task information to inxtease the validity of the
analysis.
tax anas to be wetu, ntomatian needs to be
experts (SMES). SMEsinclude job incumbents, managers, and ermployees familar with the
coleted tom stijet-nater
job.
h deciding how to evaluate tasks, the focus should be on tasks necessary to acomglish
the company's goals and objectves. These may not be the tasks that are the most
difcut or take the most time.
3-30
Steps in
a
Task Analysis
o lt involves 4 steps:
o 1. Select the job or jobs to be analyzed
2 . Develop a preliminary list of tasks performed
on the job
of
o3. Validate or confirm the preliminary list
tasks.(help of SMEs,managers)
been identified, itis
o4. Once the tasks have
to
important to identify the SKA necessary
perform each task.
successfully
Example of a Task Analysis
Example ota TaskAnalyslai
Figure 7.3
Sample Items from
Task
Analysis Questionnaires for the
Electrical Maintenance Job
Job: Electrical Maintenance Worker
Task Performance Ratngs
Frequency of
Task
Tasks
Descriptton
Performance
Importance
Dimculty
Replace a light bulb
o1 23 4 5
012 3 4 5
0 1 2 3 45
199-264
199-265
199-266
Replace an electricaloutat
199-267
Replacea light switc
199-268
Install a light fixture
Instali a new circuit breaker
012 3 4 5
01 2 345
o 1 2 3 46
o 12 3 4 5 0 12 3 4 5
o 12 345 012 3 5
01 2 3 45
0 1 2 34 5
0 1 2 34 5
0 1 2 3 45
Frequency of
perfomance
Importance
DiMeulty
Qnever
1=neghgibke
5a often
5zextremey
easiest
$=most
high
dificult
0 1 23 4 5
64 outof c6
o Technicians were asked to rate each task on
importance, difficulty and frequency of
performance.
Task identifies as difficulty, important were
designated for training.
o The list of tasks designated for training was
reviewed by the SMEs to determine if it
accurately
described
job tasks
Steps in Training Process
5. Evaluation of
the Training
1. Decide If
Training is Needed
Programn
2. Determine
4. Implementing
What Type of
Training
Training
is
Needed
3. Identifying
Goals and
Objectives
CuNote com
o1. Decide if training is needed: It is the Need
Analysis the organization need to undergo
o 2. Determine what type of training is
needed:regulatory considerations may require
certain training in certain industries and/or job
classifications.
3. Identify goals and objectives: Clearly stated
training objectives will help employers
communicate what they want their employees to
do.
o4. Implement Training: Training should be
conducted by professionals with knowledge and
expertise in the given subject area
Points to note: Trainer(In-house or Consultant,
Instructional methods, Learner's Environment,
Materials/content/selection of method/On-the -job
or Off-the job
o5. Evaluation of the Training
Program:One way to
make sure that the training program is
accomplishing its goals is by using an evaluation
of the
training by
both the trainees and the
instructors.
Identification of Job Competencies
o Tests
oSelf Assessments
o 360 Degree Assessment
o Observations
o Manager Assessments