Chapter
5
Training
Discuss
how training can contribute to companies’
business strategy.
Explain the role of the manager in identifying training
needs and supporting training on the job.
Conduct a needs analysis.
Evaluate employees’ readiness for training.
Discuss the strengths and weaknesses of presentation,
hands-on, and group training methods.
Chapter
5
Training
Explain
the potential advantages of e-learning training.
Design a training session to maximize learning.
Choose an appropriate evaluation design based on
training objectives and analysis of constraints.
Design a cross-cultural preparation program.
Develop a program for effectively managing diversity.
Training can...
Increase employees’ knowledge of foreign competitors and cultures.
 Help ensure that employees have the basic skills to work with new
technology,
 Help employees understand how to work effectively in teams to
contribute to product and service quality.
 Ensure that the company’s culture emphasizes innovation, creativity,
and learning.
 Ensure employment security by providing new ways for employees to
contribute to the company when their jobs change, their interests
change, or their skills become obsolete.
 Prepare employees to accept and work more effectively with each other,
particularly with minorities and women.

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Training
 Training
is a planned effort by a company to facilitate the
learning of employees.
 High-leverage training:
is linked to strategic business goals and objectives,
 is supported by top management,
 relies on an instructional design model, and
 is compared or benchmarked to programs in other
organizations.

 Continuous
learning requires employees to understand the
relationship between their jobs, their work units, and the
company and to be familiar with company business goals.
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Designing Effective Training
Activities
The Training Process
1. Needs Assessment
• Organizational Analysis
• Person Analysis
• Task Analysis
2. Ensuring Employees’ readiness for Training
• Attitudes and Motivation
• Basic Skills
3. Creating a Learning Environment
• Identification of learning objectives and training outcomes
• Meaningful material
• Practice
• Feedback
• Observation of others
• Administering and coordinating program
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Designing Effective Training
Activities (cont.)
The Training Process
4. Ensuring Transfer of Training
• Self-management strategies
• Peer and manager support
5. Selecting Training Methods
• Presentational Methods
• Hands-on Methods
•Group Methods
6. Evaluating Training Programs
• Identification of training outcomes and evaluation design.
•Cost-benefit analysis
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Needs Analysis
Organizational Analysis
Person Analysis
Task Analysis
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Training Methods
Presentation
Methods
 Instructor-led
classroom format
 Distance learning
 Audiovisual techniques
Hands-on
Methods
 On-the-job
training
 Simulations
 Business games and case studies
 Behavior modeling
 Interactive video
 Web-based training
Group
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methods
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Outcomes Used in Evaluating
Training Programs
Cognitive Outcomes
WHAT IS MEASURED
• Acquisition of
Knowledge
Skill-based Outcomes
• Behavior
• Skills
Affective Outcomes
•Motivation
• Reaction to Program
• Attitudes
Results
• Company Payoff
Return on Investment
•Economic value of
Training
OUTCOME
McGraw-Hill/Irwin
HOW MEASURED
• Pencil and paper tests
•Work sample
•Observation
•Work sample
•Ratings
•Interviews
•Focus groups
•Attitude surveys
•Observation
•Data from information system
or performance records
•Identification and comparison
of costs and benefits of the
program
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
The End