Three Feasibility Studies: ITM

Training curriculum managers face a range of challenges in creating and delivering high-caliber content in an on-demand world. These development challenges will be discussed in the following study.

Quality is regarded as what trainees learn and can do after training. Choosing a training curriculum that is closely in line with an improved job performance is critical to getting a return on training investment, and a well thought out training curriculum that works well for the trainees is equally important. Doing both requires some beforehand analysis:

· Lay out the training outcomes you want trainees to understand

· Understand the environment in which the trainee will work in

· Recommend a training delivery system that best achieves the desired training results

Changing training requirements and new instructional methods can make it difficult to keep up with demand for training assets. It is suggested to have a trained instructional system manager on your staff o at your service. A qualified system manager can receive existing or give rise to new content and training regimes to keep your organization employees ready for maximum utility. The system manager is as important to the rise of a good training curriculum as the training curriculum itself, it is important to include a system manager with hands on and cost-effective training experience.”

Analysis of the target, the matter of the content, and whether the curriculum is focused on knowing or doing are some of the factors to consider when choosing a training curriculum for the organization. This makes sure that the content is correctly reciprocated and that ideas are appropriately c understood regardless of any differences. Online or web-based training is the best medium to reach a target audience that is dispersed.

Getting training programs up and running smoothly does not have to be so difficult. Choose a program with capabilities for easy interpretation, a reputation for respected and quick delivery, and a known system for change. Work hand in hand to give rise to good internal practices so you can create a workplace that improves productivity. Training managers identify potential problems in the current training curriculum through direct contact with the program, feedback from the trainees and analysis of existing systems and prediction of success rate.

If trainees don't know how to use training materials and technology, or if they aren’t familiar with them, the training will not be effective won’t. Use methods that the trains are already familiar with to develop training. For most of the trainees, that tool is something they use on a daily basis thus they already know how to relate with it. So it is ensured that the training tools are compatible with the tool that they are used to having with them. It could be a piece of hardware such as a mobile phone or an application like a word processor. Even though familiarity is insisted upon there is a need to introduce new technologies such as cloud based computing in your training curriculum, the value of such forward thinking measures cannot be overstated. For new technological advancements the trainees must first be made aware of the methods of usage before the training curriculum can be introduced via this method.

The following study will outline the advantages of a hands on training curriculum in comparison to online training.

Training is the act of teaching someone a skill. This is done to transfer knowledge about the skill to the trainee and to ensure that the trainee is able to perform the skill in proper fashion without supervision. Training has been going on since the beginning of time and has been used to pass skills from one person to the next. In this report we are going to examine the different approaches to training, the challenges faced in implementation of these methods and the benefits of these training methods.

Hands on training involves the use of your hands and bodies to perform the tasks that are requires. It should not be confused with online training where the hands are used to interact with a keyboard and mouse. Hands on training is fully immersive and places the trainee firmly in the role that is desired. Online training curriculums are less engaging meaning that the trainee does not fully appreciate the training being given.

In the final report we are going to look at the inherent advantages of the hands on training curriculum without comparison to any other training curriculums. These advantages include development of critical thinking and problem solving. Hands on training allows the trainee to develop a broader train of thought in regards to problem solving, this allows the trainee to find unexpected solutions to problems.

The old adage states that practice makes perfect. In hands on training the trainee receives a lot of practice in the systems they will be using and will be under observation from more experienced members of the organization. This allows the trainee to internalize the training better and to retain the information for a longer period of time. This reduces the rate of retraining required within the organization

Finally, and perhaps most importantly, getting stuck in with your hands and experiencing a hands on environments can familiarize the trainee with the actual industry .We're not talking about just the systems and its various components either, but also the ever-advancing technology in the organization, the gadgets, the software and everything else that may need used in a hurry. This means less time worrying about training, and more time helping clients who need you

In comparison to online training which is another major training curriculum there are advantages in adopting a hands on training curriculum. Some people argue that trainees have to be extremely motivated to actually get something out of online training. Without any human guidance or hands on interaction with the actual work place there is little motivation for the trainee to fully immerse himself or herself in to the training curriculum.

In hands on training the face to face interaction between the trainer and the trainee and also between the trainees themselves fosters a friendly bond among them. They are able to interact and exchange ideas, discuss problems and ask questions, all of which are not possible when using online training

Some trainees might be uncomfortable with the idea of using computers, especially if this is not a requirement they have in their jobs. Even if the software is user friendly, the thought of using the software can be daunting and disheartening for some. Therefore these trainees are likely to learn a lot less than they would from a hands on curriculum. The hands on curriculum ensures that even those who are not adept in online capabilities or those who do not like to use computers can get the right level of training.

This study will outline the challenges faced in changing a training curriculum. In this case we will outline the challenges faced in changing the curriculum from an online curriculum to a hands on curriculum.

Change is the act of becoming different. It is the transition from one form to another. In this case the form can be defined as a training curriculum. Training curriculums can change due to a variety of reasons. Some of these include the cost of the curriculum being too high, the effectiveness of the curriculum being too low or a shift in the training practices. Due to such factors the training curriculum has to be changed to ensure the trainees are receiving only the best training programs.

The biggest challenge faced when changing the training curriculum is the cost of implementation. Online training is a relatively cheap option because the only investment it requires is a computer. There are no additional costs for tutors and other training materials because everything is located in a computer. When switching to a hands on curriculum then there will be a need to employ tutors and instructors to aid in the training who will then need to be paid. This increases the cost of the training program and can be a deterrent to anyone who wants to switch to the hands on program.

Eighty percent of organizations use online methods of training to pass on skills to their trainees. Due to this large number there may be an inherent refusal to change over to a different method of training. Some employees prefer the more laid back approach to training offered by the online curriculum than the more observed hands on method. In hands on training there may be a disconnect or even a disliking between the tutor and the trainee leading to a strained relationship between the two parties. This can lead to a situation where the trainer does not want to learn.

Change, especially in an organization, is a daunting task. It is normally met with a lot of nervousness from the members of the organization. These people are used to their own ways and may be wary of the change. For the change of the training curriculum to be successful then the views of the people who are undergoing the training must be taken into consideration. These are the people who will go through the training curriculum and will experience it completely. If the hands on curriculum is implemented without their input into the process then it will lead to a program that is unpopular and that cannot convey the necessary information to the trainees.

The management needs to be fully on board with the change of the training curriculum and showing by their actions that this is something they are passionate about, and not just praise being paid to a pet project of their boss.  Employees sense sincerity, or lack of it, quickly. This can make them abandon the curriculum completely because they do not feel the value of the curriculum to them as trainees but see it as being forced on them by their superiors.

 It’s common for management in an organization to be frustrated by what they see. It can be seen by management that the training the personnel receive at the organization may be producing results that are lower than expected. This may cause them to scrap the current online training curriculum in favor of a hands on curriculum to boost productivity. They may implement a different training curriculum with lofty ambitions that cannot be achieved. This may lead to a disconnect with the trainees who feel that the aim of the new hands on training regime may be too lofty and that they do not match up with the previous online training that they received. 

References

Baffoe-bonnie, J. (2004): Inter industry part-time and full-time training differentials: regional and national analysis. Applied Economics, 36(2), 107–118.

Barrett, A. and B. Hovels (1998) Towards a Rate of Return on Training: Assessing the Research on the Benefits of Employer-Provided Training, Vocational Training European Journal, vol.14 (August), pp.28-35.

McLendon, L., Jones, D. and M. Rosin (2011) The Return on Investment from Adult Education and Training, McGraw Hill Research Foundation, New York

Moy, J. and R. McDonald (2000) Analysing Enterprise Returns on Training,”National Centre for Vocational Education Research Ltd., Leabrook, SA, Australia.