EmployeeTraining & Development

Why training & development?

Key challenges for organizations:

Compete

Improve quality & customer service

Cost reduction

Enhance productivity

Adaptation to technology

Training vs Development

Job related abilities, application driven and help improve performance on currently held job

Immediately useful

Short term periodic process

Help person to grow and enhance future responsibilities and performance

Individual, job and career enhancement

Long term ongoing process

Steps in training process

1. Trainin

g needs assess-ment

2. Ensur

e emplo

yee readin

ess

3. Create learnin

g environ-ment

4. Select

training method

& materia

l

5, Conduc

t training

6. Ensure transfer

of training

7. Evaluat

e training

System model of training process

Diagnosis Development Delivery Evaluation

Identify needs

Ensure learning

readiness & environment

Develop material/ models & choose

methods

Conduct evaluation

Conduct training

Develop criteria

Deriveobjectives

1. Training needs assessment

Determine required training New employees Current employees

Organization Analysis Job/ Task Analysis Individual/ Person Analysis

1. Training needs assessment

Organizational analysisCompany strategy & goalTraining budget/ resourcesHRIS data on KASOCsCustomer survey & records

Person analysisPerson

characteristicsPerformance

appraisal dataFeedback

Task analysisSelect jobsDevelop preliminary list of tasks performed on

the selected jobs Identify the knowledge, skills, & abilities

required to successfully perform each task

Planning the training program

Planning begins with establishing objectives for the training program.

Based on those objectives, the planner decides:

• Who will provide the training• What topics the training will cover• What training methods to use• How to evaluate the training

9

2. Ensure employee readiness

Conditions for learning Trainability

Ability to learn Desire/Motivation to learn

Support of trainees & others Understand the value of training (intrinsic & extrinsic

benefits) Opportunities for practice in work environment Awareness of training needs, career interests & goals

Review basic principles of how individuals learn & integrate in design

Address issues to maximize transfer of learning Design program to meet adult learning

3. Create learning environment

Conditions for learning environment Whole vs Part learning

Break down complex task Combine part learning with whole learning

Massed vs Spaced practice

Provide feedback to correct mistakes Over-learning

Increases retention & makes behavior & skills more automatic

Learning requires effective practice sessions Provide sufficient practice time Distribute practice sessions over multiple days Allow time for overlearning

4. Training methods

Two categories1. Informational

Transmittal in natureUses one way communication

2. Experiential Interactional in natureUses two way communication

5. Conduct training

Types of training Threshold/ Orientation training Continuing or Refresher training Remedial training Upgrading training Retraining Cross training/ upscaling training Re-entry training

6. Ensure transfer of learning

• On-the-job use of knowledge, skills, and behaviors learned in training

• Consider climate for transfer situations before, during and after training

Can be measured by asking employees three questions about specific training tasks:

1. Do you perform the task?2. How many times do you perform the task?3. To what extent do you perform difficult and

challenging learned tasks?

Measuring individual and group performance

Plenty of methods to evaluate

Costly to measure

7. Evaluation of training

Why bother with training evaluation?

Training evaluation enables you to identify ways in which you can improve your training.

Training evaluation enables you to determine that your training is aligned with business objectives.

Training evaluation enables you to demonstrate the value that training is adding to the companies bottom line etc.

Kirkpatrick’s four levels

Reaction

Learning

BehaviourResults

4. Training methods

1. InformationalLectureAudio Visual Self directed learning

Independent study eLearning

2. Experiential On the job training (OJT)

Coaching, mentoring, job rotation, apprenticeship Computer based training (CBT)Distance learning program

LecturesTraditional Technique

Introductory materials on new knowledge, ideas or an ice breaker

Method is combined with audio visual, group discussions for more effective and interesting.

Low cost

Limitations: passive, depends on trainer’s ability to make session interesting.

Audio visualsEffective mean of conducting training

Boost moral

Slides, movies, video clips, teletraining, video conferencing.

Lots of training program with geographical dispersed population

Allows for replay and lots of versatility in training.

Independent Studies

Not applicable for all jobs Trainee are free to complete their job at their

own pace More research and more education based

facilities i.e. Library, departments have to be build.

Limitation: Though no continual evaluation by training i.e. More prone to demoralized.

OJT: Coaching & Mentoring

OJT: Apprenticeship

OJT: Job Rotation

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