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Employee Training & Development

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Industrial & Organizational Psychology

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Page 1: Employee Training & Development
Page 2: Employee Training & Development

Learning in the Workplace

Susan A. Geertshuis & John A Fazey

Three Approaches to Learning Deep – try to understand Surface – Memorizing instead of

understanding Strategic – Using learning strategies to

learn

Page 3: Employee Training & Development

Chalkboards? Try Using

Chessboards

by Susan SaulnyExplores the concept of using chess strategies in the classroom with their students

This class epitomizes the Training process: Lawrie (1992) suggested that there were different

relations to change. Training produces a change in skills A good training objective has to be clear and specific Learner should practice the skill actively Trainers should be selected for their demonstrated skills

rather than personality traits.

Page 4: Employee Training & Development

Chalkboards? Try Using

Chessboards

by Susan Saulny “... general thinking strategies that a teacher

should master to maximize his effectiveness.”

Goal: “... improve teaching by guiding a group of teachers through the problem-solving strategies that are part of a good chess player's arsenal.

"My method has always been not just to teach chess moves, but to better accelerate thinking and concentration skills,”

A lot of kids think if they weren't born a genius, they can't get it. But I want them to see that intuition can be learned; it can be taught."

Page 5: Employee Training & Development

Principles of Learning

Classical Conditioning

Operant ConditioningMajority of trainings programsReinforcers does not have to be

monetary

Transfer of TrainingNeed for the trainees to apply behaviors

from training onto the jobBest occurs when the training

environment is similar to the work environment

Page 6: Employee Training & Development

Principles of Learning (cont’d)

Massed practice vs Distributed practice

Whole and Part Learning

Active practice

Cognitive Learning

Readiness and Motivation The more motivated the employees are, the better

and easier the training is

Page 7: Employee Training & Development

Resistance to training occurs when the employees believe that training is not worth the time

Page 8: Employee Training & Development

I.B.M. Plan Ties Training and Accounts

By STEVE LOHR Specialized savings accounts for training and education. The

“learning accounts” will be modeled on 401(k) retirement accounts.

Workers will put up to $1,000 a year into the accounts

I.B.M. will contribute 50 cents for every dollar put in by the employee.

Under the I.B.M. plan, the employee decides how and when to spend the money, held in an interest-bearing account.

When an employee leaves I.B.M., the individual takes the account.

I.B.M. spends more than $600 million a year on worker education programs

The company has earmarked $40 million over the three years for contributions to the learning accounts.

Page 9: Employee Training & Development

Continuing Education&

Development Continuing education involve learning about

current jobs and learning about new jobs in current organizations

Cheaper to retrain employees than to find a new employee

Train to increase inefficiency, fix errors, and upgrade skills