T&D
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162-mgt213-module_3.pptx
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Training and Development (T&D) Process External Environment Internal Environment
Determine Specific T&D Needs
Establish Specific T&D Objectives
Select T&D Method(s) and Delivery System(s)
Implement T&D Programs
Evaluate T&D Programs
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Training & Development Process
Determine Specific T&D Needs: These needs can be determined by conducting analyses on several levels:
Organizational Analysis: having an overall organizational perspective that includes goals, mission and results of HR planning,
Task Analysis: using job descriptions to analyze tasks required to achieve the firm\s purpose,
Person Analysis: determine individual training needs; who needs to be trained and what kind of knowledge, skills, and abilities (KSAs) are needed.
2. Establish Specific T&D Objectives: First, a clear and concise purpose is established then the specific learning objectives about what the training should accomplish. These objectives help managers determine later whether the training was effective or not.
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Training & Development Process-Methods
T&D Methods: T&D can take place on the job or away from work setting, firms use a number of methods for imparting knowledge and skills and usually more than one method (blended training). A number of methods/ programs are discussed below:
Instructor-Led: a traditional but still effective T&D method because the instructor may convey a great deal of information in a short time and when groups are small enough this allows for discussion. Nowadays, instructor- led training is even done virtually through different softwares, for example the Blackboard Learning System.
Case Study: Trainees are expected to study the information provided in the case and make decisions based on it.
Behaviour Modeling: Learning by copying or replicating behaviours of others to show managers how to handle various situations (conducting performance appraisals for example).
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T&D Process: Training methods continued
Role- Playing: Participants are required to respond to specific problems they may encounter in their jobs by acting out real world situations ( e.g. restaurants train waiters to handle couple arguments at tables )
Business Games: Participants assume roles such as president or controller of a hypothetical organization and compete against each other by solving a certain business situation (for example a decision about production volumes)
In- Basket Training: The participant is asked to establish priorities and then handle a number of business papers, email messages, and telephone messages that would typically cross a manager’s desk.
On-The-Job Training: An informal method that permits an employee to learn job tasks by actually performing them.
Job Rotation: When employees move from one job to another to broaden their experience.
Apprenticeship Training: A T&D method that combines class room instruction with on the job training. Useful for crafts jobs.
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Training & Development Process
T&D Delivery Systems: By delivery systems we mean how will the T&D programs be delivered, these systems include:
Corporate Universities: Providing T&D areas such as company training, employee development and adult learning under the umbrella of the organization, such as McDonald’s Hamburger University.
Online Higher Education: Degree or training programs that are provided either entirely or partially via the internet. It allows employees to attend classes during their free time without commuting to school, therefore it increases range of employees’ learning range and satisfaction.
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T&D Process- delivery system continued
Vestibule System: A T&D system that takes place away from the production area on equipment that closely resembles equipment actually used on the job.
E-Learning: Online instruction. It is self- paced, individualized and can be done while at work or in free time. Virtual Reality (3D learning): unique extension of e-learning that permits trainees to view objects that are otherwise impractical.
Simulators: using devices and programs that replicate actual job demands (airplane pilots training).
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Training & Development Process
5. Implementing T&D Programs: An effective T&D program convinces participants of its merits; participants must believe that the program has value and will help them achieve their personal and professional goals. Implementing T&D is often difficult and is accompanied with resistance of employees- too busy to be trained, and scheduling problems as well as the record keeping hassle.
6. Metrics for Evaluating T&D Programs: The widely used evaluation model is “Kirkpatrick model for training evaluation” it has four levels:
a. Participants’ Opinions: Provides a response and suggestions for improvement ; a level of testing customer satisfaction
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Training & Development Process
b. Extent of Learning: Administering pre-test/post-test to determine what participants have learned.
c. Behavioural Change: The best demonstration of value occurs when learning translates into lasting behavioural change.
d. Accomplishment of T&D Objectives: Determining the extent to which programs have achieved their stated objectives and have impacted performance actually.
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