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Training Human Resources

The Nature of Training


* Organizational Competitiveness and Training * Training as a Revenue Source * Integration of Job Performance, Training, and Learning

performance =

, integration =

Training and Performance Consulting


* Focusing on identifying and addressing root causes of performance problems. * Recognizing that the interaction of individual and organizational factors influences employee performance. * Documenting the actions and accomplishments of high performers and comparing them with actions of more typical performers.
identifying = , recognizing =

, influence =

Performance Consulting
Desired Organizational Results
PERFORMANCE GAP

Actual Organizational Results

Desired Employee Performance

Actual Employee Performance

Performance Consulting Needs Analysis

Non-Training Actions

Training Actions

Integrating Training Responsibilities


One of the most important implications resulting from the performance consulting approach is that HR staff members and trainers work as partners with operating managers to integrate training that bolsters both individual employee and organizational performance.

Chief Learning Officers


To emphasize the importance of training, a number of organizations have created positions entitled Chief Learning officer (CLO) or Chief Knowledge Officer (CKO).

Typical Division of Human Resources (HR) Responsibilities: Training


HR Unit
Prepares skill-training materials Coordinates training efforts Conducts or arranges for off-the-job training Coordinates career plans and employee development efforts Provides input and expertise for organizational development

Managers
Provide technical information Monitor training needs Conduct and monitor continuing on-the-job training Continually discuss employees growth and future potential Participate in organizational change efforts

Strategic Training
Linking Training to Business Strategies
To understand how to link training and business strategies, it is useful to understand some basic business strategy concepts.

Developing a Strategic Training Plan


1.Strategize 3.Organize 2.Plan 4.Justify

The Training process


Effective implementation of strategic training requires use of a systematic training process.

Linking Business and Training Strategies

Strategic Training
Develops employee Business Strategies
capabilities Encourages change Promotes continuous learning Creates/shares new knowledge facilitates communication

Training Strategies and Activities

Training Needs Assessment


Organizational analyses
Training needs can be diagnosed through organizational analyses.

Job/Task analyses
The second way to diagnose training needs is through analyses of the jobs and tasks performed in those jobs. By comparing the requirements of jobs with the knowledge, skills, and abilities of employees, training needs can be identified.

Training Process
ASSESSMENT
Analyze training needs Identify training objectives and criteria

DESIGN
Pretest trainees
Select training methods Plan training content

DELIVERY
Schedule training Conduct training Monitor training

EVALUATION
Measure training outcomes Compare outcomes to objectives/criteria

Sources of Training Needs Assessment


ORGANIZATION-WIDE SOURCES Grievances Observations Accidents Complaints Waste/Scrap Exit interviews Training observations Equipment use

JOB-BASED SOURCES Employee KSAs Job specifications

INDIVIDUAL EMPLOYEE SOURCES Tests Questionnaires Records Attitude surveys Assessment centers Performance appraisals

Individual Analyses
1.Questionnaires 2.Job knowledge tools 3.Skill tests 4.Attitude surveys 5.Records of critical incidents 6.Individual assessment tests

Establishing Training Objectives and Priorities


1.Knowledge 2.Skill 3.Attitude
questionnaires =

, survey =

, assessment =

Training Design
Learning: The Focus of Training
Working in organizations should be a continual learning process, and learning is the focus of all training activities. Different approaches are possible, but learning is a complex psychological process that is not fully understood by practitioners or research psychologists.

Learner Readiness
For training to be successful, learners must be ready to learn. This readiness means they must have the basic skills necessary for learning, the motivation to learn, and possess self-efficacy.

Motivation to Learn
A persons desire to learn training content is referred to as motivation to learn and is influenced by multiple. For example, the extent to which a student taking a college course is motivated to learn the course content is influenced by several variables.

Self-Efficacy
Learners must also possess Self-efficacy, which refers to a persons belief that he/she can successfully learn the training program content. For learners to be ready and receptive to the training content, they must feel like they can learn it.

Learning Styles
In Designing training interventions, Trainers also should consider individual learning styles. For example, auditory learners are ones who learn best by listening to someone else tell them about the training content.
, individual =

interventions =

Adult Learning
1.Have the need to know why they are learning something. 2.Have a need to be self-directed. 3.Bring more work-related experiences into thelearning Process. 4.Enter into a learning experience with a problem-centered approach to learning. 5.Are motivated to learn by both extrinsic andintrinsic factors.
experiences =
extrinsic

, approach = , , intrinsic =

Behavior Modeling
The most elementary way in which people learnand one of the best-is behavior modeling, or copying someone elses behavior.

Reinforcement and Immediate Confirmation


The Concept of reinforcement is based on the law of effect, which states that people tend to repeat responses that give them some type of positive reward and avoid actions associated with negative consequences. elementary = , reinforcement = ,
associated =

Transfer of Training
Finally, trainers should design training interventions for the highest possible transfer of training.

Types of Training
1.Required and regular training 2.Job/technical training 3.Interpersonal and problem-solving 4.Developmental and innovative training
developmental =

, innovative =

Orientation: Training for New employees


1.Establishes a favorable employee impressionof the organization and the job 2.Provides organization and job information 3.Enhances interpersonal acceptance by co-workers 4.Accelerates socialization and integration of the new employee into the organization 5.Ensures employee performance and productivity begin more quickly

Training Delivery
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 -One internal source of training that has grown is informal training, which occurs through interactions and feedback among employees. On-the-Job Training (OJT) -The most common type of training at all levels in an organization in on-the-job training (OJT). Outsourcing of training -Many employers of all sizes outsource training to external training firms, consultants, and other entities.

Stages for On-the-Job Training


Prepare the Learners
Put them at ease Find out what they know Get them interested

Present the Information


Tell, show, question Present one point at a time Make sure they know

Trainees Practice
Trainees perform tasks Ask questions Observe and correct Evaluate mastery

Do FollowUp
Put them on their own Check frequently Reduce follow-up as performance improves

External Training
It may be less expensive for an employer to have an outside trainer conduct training in areas where internal training resources are limited. The organization may have insufficient time to develop internal training materials. The HR staff may not have the necessary level of expertise for the subject matter in which training is needed. There are advantages to having employees interact with managers and peers in other companies in training programs held externally.

E-Learning: Training On-line


Developing E-Learning Sufficient top management support and funding are committed to developing and implementing e-learning. Managers and HR professionals must be retrained to accept the idea that training is being decentralized and individualized. Current training methods (compared to e-learning) are not adequately meeting organizational training needs.

Developing E-Learning
Web-enable course content Modularize content Link module content to training objectives Identify e-learning Measurement means Customize for learner centric use

Potential learners are adequately computer literate and have ready access to computers and the Internet. Trainees attending pre-scheduled training programs are geographically separated, and travel time and costs are concerns. Sufficient numbers of trainees exist and many trainees are self-motivated enough to direct their own learning. Advantages and Disadvantages of E-Learning

Training Methods
Cooperative Training Instructor-Led Classroom and Conference Training Distance training/Learning Technology and Training

cooperative =

, conference = distance =

Evaluation of Training
Levels of Evaluation Cost-Benefit Analyses Return on Investment (ROI) Benchmarking Training Evaluation Designs
Post-Measure Pre-/Post-Measure Pre-/Post-Measure with Control Group

Levels of Training Evaluation


High
Results Behavior Learning Reaction

Low Easy Basis of Evaluation Difficult

Balancing Costs and Benefits of Training

Typical Costs
-Trainers salary and time -Trainees salaries and time -Materials for training -Expenses for trainer and trainees -Cost of facilities and equipment -Lost productivity

Typical Benefits
-Increase in production -Reduction in errors and accidents -Reduction in turnover -Less supervision necessary -Ability to use new capabilities -Attitude changes

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