HRM
Chapter 6 Implementing HRD Programs
Werner
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Learning Objectives
Describe three broad approaches to training delivery and the advantages and disadvantages of each approach
Describe four primary categories of classroom training and the advantages and disadvantages of each one
Describe the advantages and disadvantages of self-paced training approaches to training delivery
Determine when various training techniques are more or less effective in different situations
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Implementing Training and HRD
Effective delivery of HRD programs requires considerable preparation, as well as creativity and flexibility
Proper delivery or implementation assumes that:
An important need for training has been identified
Program objectives have been spelled out
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An Effective HRD or Training Program
Provide assistance for all trainees to “move up” toward an expert level of performance
Combined approach is valuable: use of lecture, discussion, case studies, behavior modeling, role playing, and games or simulations
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Training is intended to increase the expertise of trainees in a particular area
It is useful to consider the current level of expertise that trainees possess
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Training Methods
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Outdoor Education
Audiovisual
Teleconferencing
Self-Directed Learning
Lecture
Simulations
Case Studies
Business Games
Role Plays
Behavior Modeling
On-the-Job Training
Apprenticeship
Basic Training Method Classification
Classroom approaches
On-the-Job (OJT)
Self-paced or individualized approach
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Classroom Training
Conducted outside of the normal work setting
Advantages over OJT:
Use of a variety of training techniques
Minimize distractions and create a learning climate
Can accommodate larger numbers of trainees
Disadvantages
Increased costs
Dissimilarity to the job setting
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Four Primary Categories
Lecture
Audiovisual media
Experiential methods
Computer-based training (classroom-based)
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The Lecture Approach
Standard lecture: trainer speaks and trainees listen
Discussion
Trainer has two-way communication with trainees
Trainees are in communication with each other
Student presentations: groups of trainees present
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Oral presentation of information by a subject matter expert to a group of listeners
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The Lecture Approach
Advantage
Efficient way of transmitting factual information to a large audience
Useful when the instructor is the main knowledge holder
Disadvantages
Passive
Potentially weak connection to the work environment
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Audiovisual Methods
Use of various media to illustrate or demonstrate the training material
slides, and video
Video can be effective for illustrating communication skills, interviewing skills, customer-service skills, and step-by-step procedures
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Easily distributed to remote sites
Effective dynamic media takes advantage of the capabilities of the medium rather than simply reproducing a printed or static presentation
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Audiovisual Methods
Advantages
can demonstrate content that cannot be easily demonstrated live
provides consistency
useful complement to other methods
Disadvantages
creative approach may be weak
may become obsolete
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Teleconferencing
Conferences or training programs conducted between remote locations
Reduces trainer, travel, and facility costs
Increases the availability of training to remote locations
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Teleconferencing costs more for curriculum and materials development
Classroom training costs more for trainer, travel, and delivery
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Experiential Methods
Effective learning is an active experience that challenges the skills, knowledge, and beliefs of participants
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Experiential versus Instruction-Centered Approaches
Experiential methods
generally require more time to complete
not as commonly used to reach large numbers of individuals
Individual must first learn what to do (declarative knowledge) before he or she can learn how to do it (procedural knowledge)
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Experiential methods generally require more time to complete than instruction-centered approaches
They are not as commonly used to reach large numbers of individuals
Individual must first learn what to do (declarative knowledge) before he or she can learn how to do it (procedural knowledge)
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Types of Experiential Methods
Case Study
Business Games
Simulations
Role Playing
Behavior Modeling
Outdoor Education
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The Case Study Method
In-depth scenario how employees or an organization dealt with a difficult situation
Trainees are required to analyze and critique the actions taken, indicate appropriate actions, and suggest what should have been done differently
Individuals learn through a process of discovery
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Business Games
Focus primarily on business management decisions
Require trainees to actively gather information, analyze, and make decisions
“In-Basket” exercise; Assesses ability to:
Establish priorities
Plan
Gather relevant information
Make decisions in allotted time
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Intended to develop or refine problem-solving and decision-making skills
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Business Games
Advantages
can be used for training that would otherwise involve risk of accident or high cost
active involvement
Disadvantages
difficult to develop
not always realistic
trainees must be motivated
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Simulations
Training method that represents a real-life situation where trainees’ decisions result in outcomes that mirror what would happen on the job
The best simulations have a high degree of identical elements
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Simulations
Advantages
highly realistic hands-on practice
allow trainees to make mistakes
Disadvantages
potentially expensive to develop
may be difficult to incorporate identical elements
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Role Playing
In the role-playing technique, trainees are:
Presented with an organizational situation
Assigned a role or character in the situation
Asked to act out the role with one or more other trainees
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Advantages
allow trainees to practice skills
trainees are engaged
Disadvantages
trainees may not always take role playing seriously
scenarios may not be realistic
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Behavior Modeling
Hands-on method that involves presenting to trainees a model, highlighting the key aspects of the model, practice, and feedback
Based on social learning theory
Highly effective for interpersonal skills
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Trainees observe a model performing a target behavior correctly
Then follows:
Discussion of the key components of the behavior
Practicing the target behavior through role playing
Receiving feedback and reinforcement for the behavior they demonstrate
Effective Modeling Displays
Clear presentation of the key behaviors
A model that is credible to trainees
An overview of the behaviors
Repetition of each behavior
A review of the behaviors
Models using the behaviors correctly and incorrectly
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Outdoor Education
Work teams being involved with outdoor games, orienteering, rafting, rope courses, etc.
Strong focus on group problem solving and team building
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Advantages
trainees interact and build relationships
can be self-enlightening and invigorating
Disadvantages
potential physical harm
costly
not all trainees may be motivated
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Computer-Based Training
Conducted using either a classroom or an individual, self-paced format
Can be almost limitless interplay between instructor-led and individual-based computer training
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On-the-Job Training (OJT)
Conducting training at a trainee’s regular workstation
Much on-the-job training is conducted informally (does not occur in a classroom and managers or coworkers are trainers)
Useful for training new employees, upgrading experienced employees’ skills, and cross-training
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Most employees receive at least some training and coaching on the job
Structured OJT
Generally conducted by an assigned trainer who is:
Recognized
Rewarded
Trained to provide appropriate instructional techniques
Supervisors, coworkers, and to a lesser degree, HRD staff members conducted most of the structured OJT programs
A majority of organizations provided train-the-trainer programs for these assigned OJT trainers
Top management generally expressed support for structured OJT programs
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On-the-Job Training (OJT)
Advantages
facilitates the transfer of learning to the job
reduces training costs
Limitations
may be inconsistent
bad habits may be passed on
Job site may have physical constraints, noise, and other distractions
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OJT facilitates the transfer of learning to the job because the trainee has an immediate opportunity to practice the work tasks on the job
Transfer of learning is enhanced because the learning environment is the same as the performance environment
OJT reduces training costs because no training facilities are needed
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Five OJT Techniques
Apprenticeships
Job Instruction Training (JIT)
Job Rotation
Coaching
Mentoring
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Apprenticeships
Work-study type training involving on-the-job and classroom training
Typically sponsored by a company or trade union
Common in skilled trades, such as for an electrician, carpenter, and plumber
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Trainee advantages
earn pay while they learn
wages increase as skills improve
competitive job offers
Trainee disadvantages
historically restricted access to women and minorities
Employer advantages
meet specific business needs
attract talented employees
trainees are skilled and motivated
Employer disadvantages
costly
potentially narrow skill set
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Job Instruction Training (JIT)
Defined as a sequence of instructional procedures used by the trainer to train employees while they work in their assigned job
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Prepare the worker
Present the task
Practice
Follow-up
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Job Rotation
Involves a series of assignments to different positions or departments for a specified period
Often used for first-level management training
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Trainee is generally expected to learn more by observing and doing than by receiving instruction
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Coaching
Between employee and supervisor
Focuses on examining employee performance and taking actions to:
Maintain effective performance
Correct performance problems
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Mentoring
Senior manager is paired with a more junior employee for the purpose of:
Giving support
Helping the employee learn the ropes
Preparing the employee for increasing responsibility
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Enhancing OJT
Break tasks down into important steps
Prepare resources and support
Show trainees how to perform the task and explain key points
Have the trainee practice small parts and then entire tasks
Provide feedback
Have the trainee practice until accurate reproduction is achieved
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Self-Directed Learning
Places complete responsibility for learning on the learner, including when learning will take place and with whom
Content is pre-determined, but trainees can learn the content at their own pace and in their own way
Trainers should be available to answer questions and facilitate learning
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Note: Not all strategies are listed.
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Self-Directed Learning
Advantages
flexibility for trainees
fewer trainers, facilities, and resources required
consistent training content
Disadvantages
may place too much responsibility on learners
may be costly
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Choosing a Method
A variety of considerations should be taken into account
The learning outcome, which the most important
The learning environment
Transfer of training considerations
Cost
Overall effectiveness
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General Trends
There is considerable overlap in learning outcomes across methods
Hands-on methods are more effective than presentation methods
Presentation methods are less expensive
Where possible, use multiple methods to capitalize on the strengths of each
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Getting Started
Determine each trainee’s capacity and motivation to learn
Develop, distribute and use syllabus
Establish and enforce class norms
Vary presentation methods during each session; mix lecture, workshop and discussion
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Use of “Icebreakers”
Helps trainer and trainee to know each other and establish rapport
Training:
Provides opportunity for participants to network and get to know their colleagues throughout organization
Can become an impetus for teamwork and social acceptance for all participants
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Southwood School Case Study: Overview
State high school in the United Kingdom.
Established nearly 40 years ago.
800 students aged 13-18.
120 staff:
80 teachers.
40 support staff (non-teaching staff).
Average staff retention rate: 72 percent.
Average length of service: 5+ years
©SHRM 2011
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This slide provides some background on the organization featured in the case study.
Training and Development at Southwood School
Students leave school one hour early each week to give teachers time for continuing professional development (CPD), including training sessions.
Most sessions are delivered in-house.
Senior teachers usually deliver the sessions based on materials provided by the Government Department for Education and Skills.
©SHRM 2011
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As you can see from the slide, the Southwood School is committed to providing training for their employees by allowing teachers to engage in training on a regular basis and within their normal working hours.
Training is mostly provided in-house. Teachers tend to take part in the same training, but the school will fund external training events where a compelling argument is presented.
Homework
Look at the sample training program schedules and answer the following questions:
How would you rate the appraisee’s training program on a scale of 1 to 10, where 1 is very poor and 10 is excellent? Explain your reasons for this rating.
How would you rate the manager’s training program on a scale of 1 to 10, where 1 is very poor and 10 is excellent? Explain your reasons for this rating.
Complete the table on the following page showing the strengths and weaknesses for each program.
Discuss how a new program could be designed to address the weaknesses identified in the previous question.
©SHRM 2011
Homework
Write an overview of the appraisee’s training program. Use the questions below to help structure the outline:
Who will deliver the training?
How long would the session(s) last?
What are the key areas to cover?
Can you use any of the same areas from the manager’s training program?
What are the key differences between a session suitable for managers and one geared toward employees?
How would you allocate time for the different activities during the training?
If you split the session into two parts, how would you divide the content between the two sessions?
©SHRM 2011