SJCBA T & D Course - Sessions 1-6-13, 20 & 27 Th Sep. '11

8/3/2019 SJCBA T & D Course - Sessions 1-6-13, 20 & 27 Th Sep. '11

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Training & Development.

Welcome to the course

on


23 rd Aug 2011.



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Personal introductions.

Course expectations

Learning format.

Course objectives & course outline.

Any other points.


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Personal introductions.

- Your name.

- Your graduation course.

- Your interest / hobbies or experience.


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Course expectations.

- Why you chose Training & Development as an elective ?

- What do you expect from the course ?



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Learning format.

- Prepare for the class.

- Engage in guided reflection.

- On going T & D news & happenings.

- Roles.

- Your style of learning.


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Course Objectives

&

Course Outline

12 th June 2010.


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Course Objectives :

To develop an understanding of outcome of training & development

strategies & approaches that are implemented using T & D practices &methods.

To gain perspectives on the special forms of Knowledge Managementand an overview of the conceptual framework of various knowledge

enhancement and repository techniques.

23 rd Aug - 2011.


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1. Introduction.

2. What is training & development ( T& D ).

3. Corporate policy & training strategy / policy.

4. HRM strategy & the role of T & D.

5. Design of training programs.

6. Common pitfalls while conducting training programs.

7. Cost benefit analysis of developing people.


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8. The adult learning process.

9. Current practices in T & D.

10. Qualities of a good trainer.

11. Hands on experience in designing & conducting training.

12. Evaluation of training.

Knowledge Management.


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Introduction to T & D.

12 th June 2010.


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WHY IS T & D KEY FOR COMPANY SUCCESS :

Customer service, employee retention & growth, doing more with less, quality & productivitythese are some issues affecting companies in all industries & sizes & influencing trainingpractices.

At IBM - Building the culture, 7 Habits, New Blue.

At HP - TQM, Process of Management (POM).

At Nokia Siemens Network - Leading Change, Values

At Verizon Wireless customer service employee receives 96 hours training / year.

Your experiences.


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Training & .:

Competitiveness = ability to maintain & gain market share.

Change due to new technologies.

Rapid development of knowledge.

Globalization of business.

Development of ecommerce.

Retain & motivate.

Luxury Vs necessity.

For high-quality products & services.


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Training & Development :

To be effective , training must play

a strategic role in supporting the business.


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WHAT IS TRAINING :

A planned effort by a company to facilitate employees learning of job-relatedcompetencies.

Competencies include knowledge, skills & behaviours that are critical for job performance.

Goal of training is to master the knowledge, skills & behaviours emphasized in trainingprograms & to apply them in to their day-to-day activities.

To use training as a competitive advantage a company should view training broadly as away to create intellectual capital.

Intellectual capital includes basic skills (to perform the job), advanced skills to usetechnology to share information with other employees, an understanding of the customeror manufacturing system, & self-motivated creativity.

Companies have lost money on training because it is poorly designed, not linked toperformance, or business strategy or because its outcomes are not properly evaluated.


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WHAT IS TRAINING :

Training is used to help attain strategic business objectives, which help the company gaina competitive advantage.

Training & development occurs only after business strategies for achieving growth are

identified by the company. Example - New business areas.

Example Strategies that the company uses to develop leadership skills include crossfunctional, global job rotations as well as mentoring.

For many companies training is evolving from a focus on skills to an emphasis on learning& creating & sharing knowledge.


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FORCES INFLUENCING WORK & LEARNING :

Globalisation.

The need for leadership.

Increased value placed on intangible assets & human capital.

Focus on link to business strategy.

Attracting & retaining talent.

Customer service & quantity emphasis.

Changing demographics & diversity of work force.

New technology.


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FORCES INFLUENCING WORK & LEARNING :

High performance models of work systems.

Economic changes.


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DESIGNING EFFECTIVE TRAINING : ( Based on principles of Instructional System Design (ISD) )

Conducting needs assessment

- Organisational analysis- Person analysis- Task analysis

Ensuring transfer of training

- Self management- Peer & manager support

Ensuring employees readinessfor training

- Attitudes & motivation- Basic design

Developing an evaluation plan

- Identify learning outcomes- Choose evaluation design- Plan cost-benefit analysis

Selecting training method


Monitoring & evaluatingThe program

- Conduct evaluation- Make changes to improvethe program

Creating a learning environment

- Learning objectives- Meaningful material- Practice

- Feedback- Community of learning- Modeling- Program administration

Evaluate the ISD model.


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DESIGNING EFFECTIVE TRAINING : ( Based on principles of Instructional System Design (ISD) )

Conducting needs assessment


Ensuring transfer of training


Ensuring employees readinessfor training


Developing an evaluation plan


Selecting training method


Monitoring & evaluatingThe program


Creating a learning environment

- Learning objectives- Meaningful material- Practice- Feedback- Community of learning- Modeling- Program administration


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DESIGNING EFFECTIVE TRAINING :

The training design process should be systematic, yet flexible enough to adapt tobusiness needs.

Training may not even be necessary & may result in a waste of time & money.

Employees may have the knowledge, skills & behaviour they need, but may simply not bemotivated to use them.

Example :


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DESIGNING EFFECTIVE TRAINING :

Exercise : Training program for managers to run effective meetings.

1. Needs assessmentsIdentify the skill gap & consequences, types, frequency etc of meetings. What & How ?

2. Employee readiness & creating a learning environmentUnderstand context & desire for training. Create a positive learning environment.

3. Training content & method -Develop based on the need & most suitable method/s to deliver training.

4. Monitoring & Evaluation -Discuss & arrive at best way to track & evaluate training & outcomes. Also feedback

systems to guide managers. Any tests & suggestions.


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SNAP SHOT OF TRAINING PRACTICES :Questions Answers

- What % of employers provide some formal training ?

- How much time do employees spend in employer provided training ?

- Who receives most of the training ?

- How do training expenditure as a % of payroll vary by company size ?

- Does the amount of money spent vary by industry ?

- How much training delivery is being outsourced ?

- Who controls training purchases ?

- How is training delivered ?

- How much training is being developed by outside contractors ?


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TRAINING AREAS :

.

- ForeignLanguage

- Out -placement

- Retirement

- Creativity

- Innovation

- OHS

- Wellness

- Sales

- Basic life &work skills.

- CustomerEducation.

- Presentationskills.

-Strategicplanning.

- Teambuilding.

- Computersystemsapplications.

- Productknowledge.

- Train-the-trainer.

- Quality.

- Diversity.

- Timemanagement.

-Managingchange.

- Personalgrowth.

- Performanceappraisal.

- Communicationskills.

- Management

development.

- New employeeorientation.

- Leadership.

- Customer service.

- Sexualharassment.

- Problem solving.

- Personal growth

-Technical training.

- New equipment,service, operation.

10 % 20 % 30 % 40 % 50 % 60 % 70 %


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Focus on linkage with business strategy :

Intangible assets & human capital play a key role in companys competitiveness.

Managers see employees competence as critical / important to support businessstrategy.

Training & development function expected to build competence through T & D.

IBMs On Demand strategy - requires the company to more quickly respond to. customers needs, & help clients do the same for their customers.

New skills had to be learnt.

New type of manager required.

Leadership & management development training programs with class room & e-learning offered to focus on needed competencies.

Online sales courses made available.


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MANAGING TRAINING IN ORGANISATIONS :

Trainers, managers, in house consultants, employee experts.

Outsourced.

Responsibility with HR or Organisational development Depends on size.

HRD - T & D, OD, & career development --> Improve individual, group & organisationaleffectiveness.


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1. Introduction.

2. What is training & development ( T& D ).

3. Corporate policy & training strategy / policy.

4. HRM strategy & the role of T & D.

5. Design of training programs.

6. Common pitfalls while conducting training programs.

7. Cost benefit analysis of developing people.


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Performance result

Business need

Trainingevent

Learningemphasis

Create & shareknowledge

The heavy duty pumpsemployee intelligence example.

Evolution of training role :


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Implications of emphasis on learning :

1. Learning to be related to assist employees to improve performance to achievebusiness results.

2. Business environment will continue to be unpredictable.Learning to be on skills, while focussing on problem.

3. Informal learning through mentoring, chat rooms & job experience important for tacitknowledge.

4. Learning to be supported with physical, technical & psychological resources.


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Key capabilities required for strategic training : Accenture learning

1. Alignment of learning goals to the business.

2. Measurement of the overall business impact of the learning function.

3. Movement of learning outside the company to include customers, vendors & suppliers.

4. A focus on developing competencies for the most critical jobs.

5. Integration of learning with other human resource functions such as knowledge

management, performance support & talent management.

6. Training delivery approaches that include classroom as well as e-learning.

7. Design & delivery of leadership development courses.


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The strategic T & D process :

Business Strategy Strategic T & Dinitiatives

T & Dactivities

Metrics that showvalue of training

* Mission

* Values

* Goals

* Diversify the learningportfolio.

* Improve customer service

* Accelerate the paceof employee learning

* Capture & share knowledge

* Use web-based training

* Make developmentplanning mandatory

* Develop web sites forknowledge sharing.

* Increase amount ofcustomer service

training

* Learning enhancement.

* Performance improvement

* Reduced customer complaints

* Reduced employee turnover

* Higher employee satisfaction


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Business Strategy

* Mission - Why the organisation exists ?

* Values - What the organisation stands for ?

* Goals - SWOT analysis.

- What is the competition ?

Consider how T & D can contribute to thebusiness strategy


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Strategic T & D initiatives & their implications:Initiatives


* Expand who is trained

* Accelerate the pace ofemployee learning

* Align T & D with companys

strategic direction

* Ensure that the workenvironment supportslearning & transfer of training.

Implications

- Use new technology such as internet for training.- Facilitate informal learning.- Provide more personalised learning opportunities.

- Train customers, suppliers & employees.- Offer more learning opportunities to non managerial employees

- Quickly identify needs& provide high quality learning solution.- Reduce the time to develop training programs

- Identify needed knowledge, skills, abilities, or competencies with timeline & numbers.- Ensure that current T & D programs supportthe companys strategic needs training.

- Remove constraints to learning , such as lack of time, resources, & equipment.- Dedicate physical space to encourage teamwork, collaboration, creativity, & knowledge.- Ensure that employees understand the importance of learning.- Ensure that managers & peers are supportive of training, development & learning.


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American Express -

- Training of customer service representative on new products & services.

- Enhance the effectiveness of the 8 week new employee program.

- Develop self paced on line refresher training modules for customer. representatives.

Some examples of T & D activities :


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Sun Microsystems - Analysis questions

- Who are our customers & how do we work for them ?

- What is the nature of practices required to complete our mission ?

- How do we stay current in the training & learning fields & use our knowledge in these. areas ?

- What are the processes, products & tools & procedures required to achieve our goals ?

- How do we recognise that learning is continuous, conscious & comes from many

. sources ?

- How do we obtain results according to our customers standards ?

Maruti Suzuki.

- What is happening in the automotive industry today ?

Some examples of T & D activities :


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Business Strategy Strategic T & Dinitiatives

T & Dactivities

Metrics that showvalue of training

* Mission* Values* Goals


* Improve customer service

* Accelerate the paceof employee learning

* Capture & share knowledge

* Use web-based training

* Make developmentplanning mandatory

* Develop web sites forknowledge sharing.

* Increase amount ofcustomer service

training

* Learning

* Performance improvement

* Reduced customer complaints

* Reduced turnover

* Employee satisfaction


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Metrics to showvalue of training

* Change in knowledge, skills, ability,attitude as result of training.

* Business related outcomes.

* Balance score card. EMC.

* Best Buy - Sales turnover & surveydata.


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Kirkpatrick's four levels of training evaluation

LevelEvaluationtype (whatismeasured)

Evaluation description andcharacteristics

Examples of evaluation tools andmethods

Relevance and practicability

1 Reaction Reaction evaluation is how thedelegates felt about the training or

learning experience.

'Happy sheets', feedback forms.Verbal reaction, post-training surveys or

questionnaires.

Quick and very easy to obtain.Not expensive to gather or to

analyse.

2 Learning Learning evaluation is themeasurement of the increase inknowledge - before and after.

Typically assessments or tests beforeand after the training.Interview or observation can also beused.

Relatively simple to set up; clear-cutfor quantifiable skills.Less easy for complex learning.

3 Behaviour Behaviour evaluation is the extentof applied learning back on the job

- implementation.

Observation and interview over timeare required to assess change, relevance

of change, and sustainability of change.

Measurement of behaviour changetypically requires cooperation and

skill of line-managers.

4 Results Results evaluation is the effect onthe business or environment bythe trainee.

Measures are already in place via normalmanagement systems and reporting - thechallenge is to relate results to thetrainee.

Individually not difficult; unlikewhole organisation.Process must attribute clearaccountabilities.


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Roles of employees & managers - employees taking over managers tasks.

Top management supportCEOs responsibility for learning.

Integration of business units highly integrated, need to know other units.

Global presence used to prepare for temporary or long term assignments.

Business conditions - when unemployment is low & growth is high, need for more employees.

Other HR management practices.

- Staffing strategy - source of employees for new jobs / roles.

- Human resource planning - plan to meet changes.

- Extent of unionisation - retraining, productivity agreements .

- Staff involvement in T & D supportive & aware of training impact.

Organisational characteristics that influence training :


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Training needs in different strategies :

Concentration - Focus is on increase of market share or reduce costs.- Training could be on teambuilding, inter-personal skills & on the job.

Internal growth - Focus on market development, product development, innovation, JVs- Product communication, innovative culture, technical competence,conflict management, change management.

External growth - Focus on acquisition, integration, diversification.- Integration of training systems, methods & processes integration,

team building, development of shared vales & culture, skills development.

Disinvestnment - Focus on retrenchment, turnaround, winding up.- Motivation, goal setting, time management, interpersonal,

outplacement assistance, job search skills.

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Models of organisating the training department :

y

Head / Managerof

Training

Leadershiptraining

Safetytraining

Technology &Computer

training

Qualitytraining

Salestraining

The faculty model


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Models of organising the training department :

y

Head / Managerof

Training

Production &operations

Informationsystems

Sales &Marketing

Finance

The customer model

TravelBFSI Manufacturing Media


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Trainerspecialityarea

Head / Managerof

Training

Technology &computer

systems

Salestraining

Qualitytraining

Safetytraining

The matrix model

Marketing Production &operations

Business functions


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Leadership Development

New Employee Programs

Productdevelopment

Operations Sales&

marketing

Humanresources

HistoricalTrainingproblems

* Excess costs.

* Poor deliveryfocus

* Inconsistent useof commontraining practices

* Best training

practices notshared

* Training notintegrated orCoordinated.

Trainingadvantages

* Dissemination ofbest practices.

* Align trainingwithbusiness needs.

* Integrate traininginitiatives.

* Effectively utilisenew trainingmethods &Technology.


The corporate university model


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Characterised by 5 competencies :

* Strategic direction - goals & customer focus.

- Broadly disseminates a clearly articulated mission- Recognises that its customer base is segmented- Provides customised solutions- Understands product life cycles- Organises its offerings by competencies- Competes for internal customers

* Product design

- Uses benchmarking & other innovative design strategies to develop products quickly.- Involves suppliers strategically

* Structural versatility- Product delivery- Accountability for result

Business embedded model :


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* Product delivery.

- Offers a menu of learning options.- Delivers training at work site.

* Accountability for result

- Believes individual employees must take responsibility for their personal growth.- Provides follow-up on the job to ensure that learning takes place.- Considers the manager the key player in supporting learning.- Evaluates the strategic effects of training & its bottom line results.

- Guarantees that training will improve performance.

Business embedded model :


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Dick and Carey made a significant contribution to the instructional design field bychampioning a systems view of instruction as opposed to viewing instruction as a sum ofisolated parts.

The model addresses instruction as an entire system, focusing on the interrelationshipbetween context, content, learning and instruction.

"Components such as the instructor, learners, materials, instructional activities, deliverysystem, and learning and performance environments interact with each other and work

together to bring about the desired student learning outcomes".

A Systems Approach :


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Systems Approach To Training & Development : ( Instructional System Design (ISD) or ADDIE )

Conduct needs assessment

- Organisational analysis- Person analysis

- Task analysis

Ensure transfer of training


Ensure employees readinessfor training


Develop performance &evaluation plan


Select training method

- Traditional- e - learning

Monitor & evaluateThe program & learning


Creating a learning content &environment

- Learning objectives

- Meaningful material

- Practice

- Feedback

- Community of learning

- Modeling

- Program administration

Analyse & Prepare Implement Sustain


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Systems Approach Model, also known as the Dick and Carey Model, are :

1. Identify Instructional Goal/s :Goal statement describes a skill, knowledge or attitude (SKA) that a learner is expected to acquire.

2. Conduct Instructional Analysis :Identify what a learner must recall and identify what learner must be able to do to perform particular task.

3. Analyze Learners and Contexts :General characteristic of the target audience, Characteristic directly related to the skill to be taught,Analysis of Performance Setting, Analysis of Learning Setting.

4. Write Performance Objectives :Objectives consists of a description of the behavior, the condition and criteria. The component of anobjective that describes the criteria that will be used to judge the learner's performance.

5. Develop Assessment Instruments :Purpose of entry behavior testing, purpose of pretesting, purpose of post testing, purpose of practiveitems/practive problems


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Systems Approach Model, also known as the Dick and Carey Model, are :

6. Develop Instructional Strategy :Pre-instructional activities, content presentation, Learner participation, assessment.

7. Develop and Select Instructional Materials.

8. Design and Conduct Formative Evaluation of Instruction :Designer try to identify areas of the instructional materials that are in need to improvement.

9. Revise Instruction :To identify poor test items and to identify poor instruction.

10. Design and Conduct Summative Evaluation


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Marketing the training function :

What are the ways to market T & D ?


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Marketing the training function :

Involve the target audience in identifying & the training or learning effort.

Demonstrate / showcase how a T & D program can be used to address specific needs.

Identify a champion who actively supports training.

Get experts in the function to do introductions / small modules of training.

Listen & act on feedback received from clients, managers & employees.

Assist customers in their training initiatives.

Advertise on e-mail, on company websites, in employee break out areas.

Designate someone in the training team as account representative.

Determine what are the areas of concern & financial numbers & show how T & D helpsimprove those numbers.

Speak in terms that employees & managers understand. Translate jargon.


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Outsourcing training :

Why would companies outsource training ?

Why companies do not outsource training ?

Compensation & Benefit Course


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Training & Development.p

12 th June 2010.

How do you think compensation is determined ?

Documents

SJCBA T & D Course - Sessions 1-6-13, 20 & 27 Th Sep. '11