Training & Development.

Welcome to the course on

Training & Development.

23 rd Aug 2011.

Training & Development.

Personal introductions. Course expectations

Learning format.
Course objectives & course outline. Any other points.

Training & Development.

Personal introductions.
- Your name.

- Your graduation course.

- Your interest / hobbies or experience.

Training & Development.

Course expectations.
- Why you chose Training & Development as an elective ?

- What do you expect from the course ?

Training & Development.

Learning format.
- Prepare for the class. - Engage in guided reflection. - On going T & D news & happenings. - Roles. - Your style of learning.

Training & Development.

Course Objectives &

Course Outline
12 th June 2010.

Training & Development.

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 Management and an overview of the conceptual framework of various knowledge enhancement and repository techniques.

23 rd Aug - 2011.

Training & Development.

1. 2. 3.

Introduction. What is training & development ( T& D ). Corporate policy & training strategy / policy.

4.
5. 6. 7.

HRM strategy & the role of T & D.

Design of training programs. Common pitfalls while conducting training programs. Cost benefit analysis of developing people.

Training & Development.

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.

Training & Development.

Introduction to T & D.

12 th June 2010.

Training & Development.

WHY IS T & D KEY FOR COMPANY SUCCESS :

Customer service, employee retention & growth, doing more with less, quality & productivity these are some issues affecting companies in all industries & sizes & influencing training practices. 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.

Training & Development.

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.

Training & Development.

Training & Development :

To be effective , training must play a strategic role in supporting the business.

Training & Development.

WHAT IS TRAINING :

A planned effort by a company to facilitate employees learning of job-related competencies. Competencies include knowledge, skills & behaviours that are critical for job performance. Goal of training is to master the knowledge, skills & behaviours emphasized in training programs & to apply them in to their day-to-day activities. To use training as a competitive advantage a company should view training broadly as a way to create intellectual capital. Intellectual capital includes basic skills (to perform the job), advanced skills to use technology to share information with other employees, an understanding of the customer or manufacturing system, & self-motivated creativity. Companies have lost money on training because it is poorly designed, not linked to performance, or business strategy or because its outcomes are not properly evaluated.

Training & Development.

WHAT IS TRAINING :

Training is used to help attain strategic business objectives, which help the company gain a 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 cross functional, 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.

Training & Development.

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.

Training & Development.

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 employees readiness for training - Attitudes & motivation - Basic design

Creating a learning environment

Developing an evaluation plan - Identify learning outcomes - Choose evaluation design - Plan cost-benefit analysis

Ensuring transfer of training - Self management - Peer & manager support

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

Selecting training method - Organisational analysis - Person analysis - Task analysis

Monitoring & evaluating The program - Conduct evaluation - Make changes to improve the program

Evaluate the ISD model.

Training & Development.

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

Conducting needs assessment - Organisational analysis - Person analysis - Task analysis

Ensuring employees readiness for training - Attitudes & motivation - Basic design

Creating a learning environment

Developing an evaluation plan Ensuring transfer of training - Identify learning outcomes - Choose evaluation design - Plan cost-benefit analysis - Self management - Peer & manager support

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

Selecting training method - Organisational analysis - Person analysis - Task analysis

Monitoring & evaluating The program - Conduct evaluation - Make changes to improve the program

Training & Development.

DESIGNING EFFECTIVE TRAINING :

The training design process should be systematic, yet flexible enough to adapt to business 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 be motivated to use them. Example :

Training & Development.

DESIGNING EFFECTIVE TRAINING :
Exercise : Training program for managers to run effective meetings.
1.

Needs assessments Identify the skill gap & consequences, types, frequency etc of meetings. What & How ? Employee readiness & creating a learning environment Understand context & desire for training. Create a positive learning environment. Training content & method Develop based on the need & most suitable method/s to deliver training. Monitoring & Evaluation Discuss & arrive at best way to track & evaluate training & outcomes. Also feedback systems to guide managers. Any tests & suggestions.

2.

3.

4.

Training & Development.

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 ?

Training & Development.

TRAINING AREAS :
.
- Communication skills. - Product knowledge. - Basic life & work skills. - Wellness - Sales - Customer Education. - Presentation skills. -Strategic planning. - Team building. - Computer systems applications. - Train-thetrainer. - Quality. - Diversity. - Time management. - Management development. - New employee orientation. - Leadership. - Customer service. - Sexual harassment. - Problem solving. - Personal growth -Technical training.

- Creativity
- Innovation - Out placement - Retirement - OHS

- Foreign Language

-Managing change.
- Personal growth.

- New equipment, - Performance service, operation. appraisal.

10 %

20 %

30 %

40 %

50 %

60 %

70 %

Training & Development.

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 business strategy. 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 & elearning offered to focus on needed competencies. Online sales courses made available.

Training & Development.

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 & organisational effectiveness.

Training & Development.

1. 2. 3.

Introduction. What is training & development ( T& D ). Corporate policy & training strategy / policy.

4.
5. 6. 7.

HRM strategy & the role of T & D.

Design of training programs. Common pitfalls while conducting training programs. Cost benefit analysis of developing people.

Training & Development.

Evolution of training role :
Training event

Create & share knowledge

Performance result

Learning emphasis

Business need

The heavy duty pumps employee intelligence example.

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Implications of emphasis on learning :

1.

Learning to be related to assist employees to improve performance to achieve business results. Business environment will continue to be unpredictable. Learning to be on skills, while focussing on problem. Informal learning through mentoring, chat rooms & job experience important for tacit knowledge. Learning to be supported with physical, technical & psychological resources.

2.

3.

4.

Training & Development.

Key capabilities required for strategic training :
Accenture learning

1.

Alignment of learning goals to the business.

Measurement of the overall business impact of the learning function. Movement of learning outside the company to include customers, vendors & suppliers. A focus on developing competencies for the most critical jobs. Integration of learning with other human resource functions such as knowledge management, performance support & talent management. Training delivery approaches that include classroom as well as e-learning. Design & delivery of leadership development courses.

2.

3.

4.

5.

6.

7.

Training & Development.

The strategic T & D process :

Business Strategy

Strategic T & D initiatives

T&D activities

Metrics that show value of training

* Mission * Values

* Diversify the learning portfolio. * Improve customer service

* Use web-based training * Make development planning mandatory * Develop web sites for knowledge sharing. * Increase amount of customer service training

* Learning enhancement. * Performance improvement * Reduced customer complaints

* Goals * Accelerate the pace of employee learning * Capture & share knowledge

* Reduced employee turnover * Higher employee satisfaction

Training & Development.

The strategic T & D process :

* Mission * Values * Goals -

Why the organisation exists ? What the organisation stands for ? SWOT analysis. What is the competition ?

Business Strategy

Consider how T & D can contribute to the business strategy

Training & Development.

Strategic T & D initiatives & their implications:
Initiatives
* Diversify the learning portfolio.

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

* Expand who is trained

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

* Accelerate the pace of employee learning

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

* Align T & D with companys strategic direction

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

* Ensure that the work environment supports learning & transfer of 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.

Training & Development.

Some examples of T & D activities :
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.

Training & Development.

Some examples of T & D activities :
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 ?

Training & Development.

The strategic T & D process :

Business Strategy

Strategic T & D initiatives

T&D activities

Metrics that show value of training

* Mission * Values * Goals

* Diversify the learning portfolio. * Improve customer service * Accelerate the pace of employee learning * Capture & share knowledge

* Use web-based training * Make development planning mandatory * Develop web sites for knowledge sharing. * Increase amount of customer service training

* Learning * Performance improvement * Reduced customer complaints * Reduced turnover * Employee satisfaction

Training & Development.

The strategic T & D process :

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

Metrics to show value of training

* Balance score card. EMC. * Best Buy - Sales turnover & survey data.

Training & Development.

Kirkpatrick's four levels of training evaluation
Evaluation type (what is measured) Evaluation description and characteristics Examples of evaluation tools and methods Relevance and practicability

Level

Reaction

Reaction evaluation is how the delegates 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.

Learning

Learning evaluation is the measurement of the increase in knowledge - before and after.

Typically assessments or tests before and after the training. Interview or observation can also be used.

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

Behaviour

Behaviour evaluation is the extent of applied learning back on the job - implementation.

Observation and interview over time are required to assess change, relevance of change, and sustainability of change.

Measurement of behaviour change typically requires cooperation and skill of line-managers.

Results

Results evaluation is the effect on the business or environment by the trainee.

Measures are already in place via normal management systems and reporting - the challenge is to relate results to the trainee.

Individually not difficult; unlike whole organisation. Process must attribute clear accountabilities.

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Organisational characteristics that influence training :
Roles of employees & managers - employees taking over managers tasks. Top management support CEOs 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.

Training & Development.

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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Training & Development.

Models of organisating the training department :
The faculty model
Head / Manager of Training

Safety y training

Quality training

Technology & Computer training

Leadership training

Sales training

Training & Development.

Models of organising the training department :
The customer model
Head / Manager of Training

y Information systems

Sales & Marketing

Production & operations

Finance

BFSI

Manufacturing

Travel

Media

Training & Development.

Models of organising the training department :
The matrix model
Head / Manager of Training

Trainer speciality area

Sales training

Quality training

Technology & computer systems

Safety training

Marketing

Production & operations

Business functions

Training & Development.

Models of organising the training department :
The corporate university model
Historical Training problems

Leadership Development

Training advantages

* Excess costs.

Product development

Operations

* Poor delivery focus

Sales & marketing

Human resources

* Dissemination of best practices.

* Align training with business needs.

* Inconsistent use of common training practices

* Integrate training initiatives.

* Best training practices not shared

* Effectively utilise new training methods & Technology.

* Training not integrated or Coordinated.

New Employee Programs

Training & Development.

Business embedded model :
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

Training & Development.

Business embedded model :
* 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.

Training & Development.

A Systems Approach :

Dick and Carey made a significant contribution to the instructional design field by championing a systems view of instruction as opposed to viewing instruction as a sum of isolated parts. The model addresses instruction as an entire system, focusing on the interrelationship between context, content, learning and instruction. "Components such as the instructor, learners, materials, instructional activities, delivery system, and learning and performance environments interact with each other and work together to bring about the desired student learning outcomes".

Training & Development.

Systems Approach To Training & Development :
Analyse & Prepare Implement
Develop performance & evaluation plan - Identify learning outcomes - Choose evaluation design - Plan cost-benefit analysis

( Instructional System Design (ISD) or ADDIE )

Sustain

Conduct needs assessment - Organisational analysis - Person analysis - Task analysis

Creating a learning content & environment

Select training method - Learning objectives - Traditional - e - learning - Meaningful material - Practice Ensure transfer of training - Feedback - Community of learning - Modeling - Program administration Monitor & evaluate The program & learning - Conduct evaluation - Make changes to improve the program

Ensure employees readiness for training - Attitudes & motivation - Basic design

- Self management - Peer & manager support

Training & Development.

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 an objective 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 practive items/practive problems

Training & Development.

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 helps improve those numbers.
Speak in terms that employees & managers understand. Translate jargon.

Training & Development.

Outsourcing training :

Why would companies outsource training ?

Why companies do not outsource training ?

Compensation & Benefit Course

Training & Development.

How do you think compensation is determined ?

12 th June 2010.