Human Resources Management - 5

7/30/2019 Human Resources Management - 5

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Welcome

HRM207Human Resources Learning andDevelopmentWeek 5, Semester 1, 2012

(Based on Noe and Winkler, 2009)


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Todays Agenda

Lecture Transfer of training

- Introduction

- Theories of transfer- Self-management strategies

- Work environment

- Learning organisations


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Introduction

Transfer of training: extent to which traineeseffectively and continually apply what they have

learnt in training to their jobs.


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Model of the transfer process


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End point

Generalization -a trainees ability to apply learnedcapabilities to on-the-job work problems and situations that

are similar but not identical to those problems and situations

encountered in the learning environment.

Maintenance - process of continuing to use newly acquiredcapabilities over time.


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Trainee characteristics

Motivation

Ability


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Training Design

Create a learning environment

Apply theories of transfer

Use self-management strategies


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Work environment

Climate for transfer

Management and peer support

Opportunity to perform

Technological support


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Theories of transfer x 3

1. Identical Elements = simulations(visual, kinasethetic & spatialsimilarities; degree of perceivedrealism)

eg pilot simulators, maritime,business


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Theories of transfer 1 theory ofidentical elements


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Theory of Transfer 2:

Stimulus Generalisation Approach

Emphasises Far Transfer is the trainees ability to

transfer the training to the work environment even

though not identical teaches general concepts &

broad principles

A connection needs to be made by the trainee to

place the training received in the context of their

work reality


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Theories of transfer 2 stimulusgeneralisation approach


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Theory of Transfer 3

Cognitive theory of transfer Based on the information processing model

Recall and retrieval of information are vital

aspects Must be meaningful material to trainees

application assignments. These are work

problems that the trainees are asked to solve

by applying the training concepts


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Theories of transfer 3 cognitivetheory of transfer


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Self-management strategies

Self-management involves:

Determining the degree of support and negative

consequences in the work setting for using newly acquired

skills

Setting goals for using learned capabilities

Applying learned capabilities to the job

Monitoring use of learned capabilities on the job

Engaging in self-reinforcement


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Self-management strategies


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Work environment

Peer

Support

Opportunity to

Use Learned

Capabilities

Technological

Support

Climate for

Transfer

Manager

Support


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- trainees perceptions about a wide variety of

characteristics of the work environment that facilitate

or inhibit use of trained skills or behavior.


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Manager Support

-refers to the degree to which managers:

emphasize the importance of attending

training programs.

stress the application of training content to the

job


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Manager Support

Level Description

Teaching inprogram

Practice skills

Reinforcement

Participation

Encouragement

Acceptance

Participate as trainer

Allow trainees opportunity to practice

Discuss progress with trainees; ask how to

support trainees use of new capabilities

Attend session

Accommodate attendance at training

through rearranging work schedule; endorse

employees attending training

Permit employees to attend training;

acknowledge importance of training

HIGH

SUPPORT

LOW

SUPPORT


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Manager Support

Action plan - written document that includes the stepsthat the trainee and manager will take to ensure that

training transfers to the job.

Includes:goal identifying what training content will be used and

how it will be used.strategies for reaching the goal.strategies for receiving feedback.expected outcomes.progress check schedule.


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Peer support

Support network - group of two or more traineeswho agree to meet and discuss their progress in

using learned capabilities on the job which may

involve face-to-face meetings or communications via

e-mail.


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Opportunity to use learned capabilities

- the extent to which the trainee is provided with or activelyseeks experiences that allow for application of the newly

learned knowledge, skill, and behaviors from the training

program.

Opportunity to perform is determined by breadth, activity

level, and task type.

Low levels of opportunity to perform may indicate that:

- the work environment is interfering with using new skills.- training content is not important for the employees job.


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Technological support

Electronic performance support systems (EPSSs) -computer applications that can provide:

- skills training

- information access

- expert advice

Used to enhance transfer of training by providing trainees

with an electronic information source that they can refer

to on an as-needed basis while they attempt to apply

learned capabilities on the job.


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Learning organisations

An organisation that has an enhanced capacityto learn, adapt and change

Training processes are carefully scrutinised and aligned with

company goals

Training is seen as one part of a system designed to create

human capital


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Key features

Feature DescriptionContinuous learning Employees share learning with each other

Use job as a basis for applying and creating

knowledge

Knowledge generationand sharing

Systems are developed for creating,capturing and sharing knowledge

Critical systematic

thinking

Employees are encouraged to think in new

ways, see relationships and feedback loopsand test assumptions


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Key features

Feature DescriptionLearning culture Learning is rewarded, promoted and

supported by managers and company

objectives

Encouragement of flexibilityand experimentation Employees are free to take risks, innovate,explore new ideas, try new processes and

develop new products and services

Valuing of employees System and environment focus on ensuring

the development and well-being of everyemployee


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Knowledge and knowledge management

Four modes of knowledge sharing

K l d


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Knowledge management

- process of enhancing company performance by

designing and implementing tools, processes, systems,

structures, and cultures to improve the creation, sharing,and use of knowledge.


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Ways to create and share knowledge

1. Use technology and software that allows people to store

information and share it with others2. Publish directories that list:

- what employees do

- how they can be contacted

- the type of knowledge they have

3. Develop informational maps that identify where specific

knowledge is stored in the company

4. Create chief information officer and chief learning officer

positions for cataloguing and facilitating the exchange ofinformation in the company


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Ways to create and share knowledge

5. Require employees to give presentations to other

employees about what they have learned from trainingprograms they have attended

6. Allow employees to take time off from work to acquireknowledge, study problems, attend training and usetechnology

7. Create an online library of learning resources such asjournals, technical manuals, training opportunities andseminars

8. Design office space to facilitate interaction betweenemployees


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Conclusion

Recap of today

Things to do before next week

Any questions?

Documents

Human Resources Management - 5