Training Human Resources

The Nature of Training

Training: A process whereby people acquire capabilities to aid in the achievement of organizational goals. It is an investment in human capital of the organization that benefits the entire organization in the longer term. Employers spend lot of money on training annually. The Context of Training: Organization Competitiveness and Training: Training makes organizations more competitive. Training helps retain valuable employees. Training is no longer the first casualty of a business downturn.

The Context of Training

Organization Competitiveness and Training: Training makes organizations more competitive Training helps retain valuable employees Training is no longer the first casualty of a business downturn.

Training as a Revenue Source: Marketing training with or alongside products can contribute significantly to a firms revenues. Conti

The Context of Training

Integration of Job Performance, Training, and Learning: Training is moving closer to the job to achieve real time learning. Training is using more real-world problems to increase employee learning.

Employees should master the knowledge, skills and behaviors emphasized in training programs. Apply them to their day-to-day activities.

Challenges in Training

Is Training the solution to the problem? Are the goals of Training realistic and clear? Is Training a good investment? Will the Training work?

Performance Consulting
It is a process in which a trainer (internal or external) and the organization client work together to boost workplace performance in support of the business goals. During the process, actual organizational results are measured in comparison with the desired results and actual employees performance. After comparison, the consultant takes a multifaceted approach, such as: Focuses on identifying & addressing root causes of performance problems. Recognizes that interaction of individual and organizational factors influences performance. Documents the actions and accomplishments of high performers and compares them with actions of more typical performers.

Performance Consulting

Typical Division of HR Responsibilities

Linking Business and Training Strategies

Basic Business Strategy Concepts

Low-cost leader: Attempting to increase market share by focusing on the low cost of the firms products or services, compared to competitors.

Differentiation: Trying to make the firms products or services competitively different from others in the industry in terms of quality, service, technology, or perceived distinctiveness.

Training Process
1. Training Need Assessment/ Analysis 2. Training Design

3. Training Delivery
4. Training Evaluation

Training Process
1 2 3

Training Process 1. Training Need Assessment/ Analysis:

Organizational Analysis:
Determine the appropriateness of training. Companys available resources for training. The support by managers and peers for training activities

Task/ Job Analysis:

A job or a cluster of jobs are selected. A preliminary list of tasks is developed. Need to be emphasized in training for employees to complete their tasks.

Individual/ Person Analysis:

Is training the actual problem; who needs training and is he/ she ready for it?

Sources of Training Needs Assessment

Establishing Training Objectives

Gap Analysis: The distance between where an organization is with its employee capabilities and where it needs to be.

Types of Training Objectives: Knowledge: Impart cognitive information and details to trainees. Skill: Develop behavior changes in how job and tasks are performed. Attitude: Create interest and awareness of the training importance.

2. Training Design

Elements of Training Design

Learning: The Focus of Training

Learner Readiness:
Ability to learn
Learners must possess basic skills.

Motivation to learn
Learners must desire and value training.

Self-efficacy
Learners must believe that they can successfully learn the training content.

Learning Styles Adult Learning Principles:

Have need to know why they are learning something. Have need to be self-directed. Bring more work-related experiences into the process. Employ a problem-solving approach in the experience. Are motivated by both extrinsic and intrinsic factors.

Learning Practices

Active Practice:
The performance of job-related tasks and duties by trainees during training

Spaced Practice:
Several practice sessions spaced over a period of hours or days

Massed practice:
Performance of all the practice at once.

Learning Behaviors

Behavior Modeling:
Copying someone elses behavior by observing how another person deals with a problem.

Reinforcement:
Law of effect states that people tend to repeat behaviors that are rewarded and avoid behaviors that are punished.

Immediate Confirmation:
Reinforcement and feedback are most effective when given as soon as possible after training.

3.

Training Delivery/

Implementation

Training Delivery: Considerations

Nature of training Subject matter Number of trainees Individual vs. team Self-paced vs. guided Training resources Costs Geographic locations Time allotted Completion timeline

Internal Training

Informal Training: Training that occurs through interactions and feedback among employees. On-the-Job Training (OJT): Conducted on the actual work place Problems with OJT: Poorly-qualified or indifferent trainers. Disruption of regular work. Bad or incorrect habits are passed on.

Stages of On-the-Job Training (OJT)

External Training

Reasons for External Training: May be less expensive to outsource training Insufficient time to develop training Lack of expertise Advantages of interacting with outsiders Outsourcing the training: Hire some training firm/ consultant for training E- Learning - Training Online: The using the Internet or an organizational intranet to conduct training online.

External Training: Criteria for adopting elearning

Sufficient top management support and funding; accepting the idea of decentralized and individualized training Current training methods not meeting needs Computer literacy and access to computers Time and travel cost concerns for trainees The number and self-motivation of trainees

Developing E- Learning

Identify e- learning measurement means Customize for learner centric use Link module content to training objectives Modularize content Web-enabled course contents

Advantages and Disadvantages of E-Learning

Training Methods
Cooperative Cooperative Training Training

Distance Distance Training/Learning Training/Learning

Training Training Methods Methods

Instructor-Led Instructor-Led Classroom and Classroom and Conference Conference Training Training

Technology and Technology and Training Training

Training Methods
Cooperative Training: School to work transition Internship Apprenticeship Instructor led classroom and Conference training: Employer conducted short courses, lectures, and meetings/ discussions Corporate universities offer the training Distance Training/ IT based Learning: Virtual universities, Internet based learning Two way television to classroom

4. Training Evaluation and Follow Up

Measure training outcomes. Compare outcomes with objectives/ criteria. Make improvements based on follow up

Levels of Training Evaluation

Level 1 Participants reaction to the training at the time of training Participants learning of the contents of the training Participants use of their new skills and knowledge back on the job Companys return training Investment on the

Level 2

Level 3

Level 4

Levels of Training Evaluation

Training Evaluation

Cost-Benefit Analyses:
Comparison of costs and benefits associated with training

Return On Investment (ROI) Benchmarking Training

Balancing Costs and Benefits of Training

Evaluation Designs

Post-Measure

Pre-/PostMeasure Pre-/PostMeasure with Control Group

Evaluation Design

Training Benefits
Leads to improved profitability. Positive attitudes toward profit orientation. Improves the job knowledge Improves the morale of the workforce. Helps people identify with organizational goals. Helps create a better corporate image. Fosters authenticity, openness and trust. Improves relationship b/w boss & subordinate. Aids in organizational development.

 Helps prepare guidelines for work. Aids in understanding organizational Policies, Provides information for future needs in all areas. Improve the decision making process. Develop the leadership skills. Helps to control the cost. Improve the competency. Reduce outside consulting cost. Improve the inter organizational communication. Helps to manage the conflicts. Finally increase the productivity.

Individual Benefits

Improves the problem handling ability. Improves self confidence. Improves the facility to face the stress moments. Improves leadership,communication & attitudes. Increases job satisfaction & recognition. Develops a sense of growth in learning. Helps eliminate fears to adopt new environments Seems personal goals achievable.

Inter - group Relations Benefits

Improves group communication. Makes easy the jobs Orientation & Placement. Provides information for EEO. Provides information on other Govt. laws. Improve Morals. Makes organizational policies Viable. Provide good climate for Coordination. Makes the Organization a place to work & live.