‫بسم اهلل الرمحن الرحيم‬

GSB
Human Resources Management

TRAINING
Dr. Abdelnasser Ghanem
Dr. Abdelnasser ghanem ([email protected])
7
 Objectives & Contents

1 Overview the Training Process

2 Objectives of Training
3
Training & Performance Management
4
Training Responsibilities

5 Stages of Training Process

6 Examples of Training Methods

2
 Overview the Training Process
Training is a process designed to equip individuals with
the necessary skills, knowledge, and abilities to perform
their current roles effectively and confidently.

For instance, new employees often require onboarding training to adapt with their
responsibilities, processes, and organizational culture. Training bridges this gap and
sets the foundation for successful contributions within the organization."

Without Continual training, organizations may not have staff members with KSAs
needed to achieve the goals and manage organizations.

Training is offered in many areas and different ways: Technical, Managerial, Quality
improvement, Customer service, Team building, and others

Training enhance organizational competitiveness through retention of employees, it

is not just a cost; it is an investment in the human capital.
 Objectives and benefits of Training
Having a trained workforce means:
• Improved productivity, reduce production costs, mistakes and wastes,
• build confidence in your workforce, and create better work environment.
Training cannot solve every performance problem, instead, it should be viewed as
an element of a larger solution package to performance management as following:

Desired Organization Actual Organization

Performance Performance Performance
Gap
Desired Personal Actual Personal
Performance Performance Thus, it is
fundamental to
Analyzing Focus on identifying
performance and addressing root
corrections needs
causes of
performance
No training Actions
(if heavy Load, training Actions if lack problems before
team, incentive, ..) of skills or behaviors) taking any
corrective action.
 Training Responsibilities
The HR department usually designs the orientation and training programs,
but the supervisor does most of the day-to-day orienting and training.
HR staff provide expert training Direct supervisors are the best
assistance and coordination. HR often source of technical information &
has a more long-range view of training needs.
employee careers and the
development of the entire organization
▪ Conduct departmental
than do individual operating managers
orientation.
▪ Provide technical information.
▪ Prepares general skill-training. ▪ Monitor training needs.
▪ Conducts the organizational ▪ Conduct on-the-job training
orientation. ▪ Continually discuss employees’
▪ Coordinates training efforts. growth and future potential
▪ Arranges for off-the-job training. ▪ Determine on-going training
▪ Coordinates career plans and needs for their area's
employee development efforts. responsibility
▪ Maintain organizational training
records
 Steps and stages of Training Process (ADDIE Model)
Organizations usually use a rational training process. Many organizations around
the world use the (ADDIE) training process model
ADDIE model is a systematic framework used to design and deliver effective
training programs. It consists of five phases:
 Stages of Training Process 1 - Analysis
Data is collected to identify gaps between actual and desired performance.
When those gaps point to a lack of employee knowledge or skill, then
objectives are established to address training needs. A needs analysis can
be used to identify:

▪ Gaps between current and desired performance.

▪ Types of programs needed.
▪ Critical cultural influences that will affect design and delivery of training.
▪ Training program content based on fact.
▪ Anticipated challenges and areas of potential learner resistance.
▪ Resources and logistical limitations.
▪ Parameters for cost-effective programs.
 Stages of Training Process

Levels of needs analysis

Level Definition Measures Example

Where is training
Identify KSAs Department with new
needed in the
employees in a business process /
organization &
Organization specific division
under which
departments that will
need or will need expand or face future
conditions training
in future challenges
will be conducted
Compare a
What needs to be
specific task Transfer from paper
taught and what
Task requirements to
must be done to
work to digital format or
Employee KSAs procedure
perform the task

What individual Through the

Who should be
needs, (Mainly, performance review, the
trained and what
Individual through
kind of training
direct manager and the
performance person create a training
they need
appraisal) needs report
 Stages of Training Process

2 - Design

Design means planning the overall training program including training

objectives, delivery methods, and program evaluation method

Here, broad goals and objectives are developed and broad plans for the
content and the strategy for implementation are made.
Effective design is based on a clear statement of the goal of the training
program and describe in what participants will do and learn.

Objectives of the program serve many functions, including:

▪ Providing a focus for the design.

▪ Alerting participants to what they should know through the program.
▪ Providing a means of measuring what is to be learned.
 Stages of Training Process

3 - Development
During this phase materials are created, purchased, or modified to meet the
stated objectives. In many cases, an existing course may (with minor
modifications) be acceptable, or a new course must be developed.
Here, choices are made among many types of learning activities, methods
of training, and technological tools that can be used
Learning activities provide the means for the participants to learn the
information. Activities could include passive learning experiences, or
participatory learning experiences.

Passive learning Participatory learning

include readings or programmed
instruction delivered by computer could include facilitated group
or mobile devices, lectures, discussions and question-and-answer
demonstrations, and audiovisual- sessions such as the following:
Based Training
 Stages of Training Process 3 - Development
Several forms of training can be followed. Following are some examples:
1 - The informal Training: Surveys estimate that as much as 80% of what
employees learn on the job they learn through informal means.
Informal training refers to unstructured, on-the-job learning that occurs simply as
employees perform their tasks or interact with others. It often includes activities
like mentoring, self-directed learning, and peer collaboration. Unlike formal
training, it is not planned or documented but provides flexibility and practical, real-
time knowledge that enhances various skills
 Stages of Training Process 3 - Development

2 - Structured exercises: planned, organized activities designed to teach

specific skills or knowledge in a controlled environment. These exercises are
often guided by clear objectives and outcomes. They provide participants
with practices and feedback to enhance learning and apply concepts
effectively in real-world scenarios. Examples include:

A. Simulations: Participants, individually or as a group, perform an assigned

role within a complex scenario designed to look like a real-life challenge.
B. Fishbowl activities: A group of learners, sitting in the center of a circle,
debate or discuss a topic while the remaining learners observe the
discussion. This is a blend of active and passive learning. For those
discussing: it is active; for those observing: it is passive.

C. Role plays. Participants assume and act out roles to resolve conflicts or
practice appropriate behavior for various situations.
 Stages of Training Process

3 - Development
The following are some key questions to be considered when selecting appropriate
training activities:

▪ What are the learning objectives for the program? How will the activities chosen
enhance achievement of the objectives?

▪ Who is the audience?

▪ Where are the members of the audience geographically located?
▪ What are the cost limitations?
▪ What are the technology and resource limitations?

▪ What is the time frame for the program?

▪ What is the nature of the content? Is it stable or subject to frequent changes?
▪ What are the cultural perceptions associated with learning activities?
 Stages of Training Process

4 - Implementation

Program delivery means actually assembling the program’s training content and
materials. Major training delivery methods include: self-directed study, instructor-
led training, and on-the-job training

1 - Self-directed study allows learners to progress at their own without instructor.

Self-study can include not only training materials but also performance support
materials, such as step-by-step instructions for work tasks

2 - Instructor-Led Training: this is a traditional and frequently used mode where

training is delivered by an instructor to an audience. The setting may be a
classroom or a conference rooms, or it can be online as well.

3 - On-the-job training (OJT) means having a person learn a job by actually doing it.
Much training is still interpersonal, as on-the-job training (informal training). Every
employee should get on-the-job training when he or she joins a new job. In many
firms, OJT is the only training available.
The most familiar on-the-job training is the coaching or understudy method, where
an experienced worker or the supervisor trains the employee.
 Stages of Training Process

4 - Implementation

During this phase the program is delivered to the target audience, several types of
activities, including pilot programs, revisions to content, participant scheduling, and
preparation of the learning environment are done.
Pilot Testing : this involves offering the program for a controlled segment of the
target audience to identify potential problems and assess initial effectiveness.
Content Revisions: Based on the results of the pilot test and feedback from the pilot
audience, content is revised and final adjustments are made
Instructor Selection: it is a critical aspect of classroom training, this include:
▪ Who should deliver the training?
▪ Will internal instructors, or external one be used?
▪ How will instructors be informed about their targets, and tasks ?
▪ What does the audience expect from the instructor?
Logistical Considerations : Time zones, holidays, flexible work schedules, conflicting
organizational events, and resource limitations such as trainer or room availability.
 Stages of Training Process

5 - Evaluation

Evaluation of training compares the post-training results to the objectives expected

by ,managers, trainers, and trainees.
There are several things can be measured participants’ reactions to the program,
what the trainees learned from the program, and to what extent their on-the-job
behavior or results changed as a result of the program., ..)
Cost-Benefit Analyses: One way to evaluate training results is to examine the costs
associated with the training and the benefits received through a cost-benefit
analysis.

Typical Costs Typical Benefits

* Trainer’s salary and time * Increase in production
* Trainee’s salaries and time * Reduction in errors and accidents
* Materials for training * Reduction in turnover
* Expenses for trainer and trainees * Less necessary supervision
* Cost of facilities and equipment * Ability to use new capabilities
* Lost productivity (opportunity cost ) * Attitude changes
 Stages of Training Process

5 - Evaluation
Controlled experimentation : uses a training group and a control group that receives
no training. Data (for instance, on quantity of sales or quality of service) are
obtained both before and after one group is exposed to training and before and
after a corresponding period in the control group.

The time series design is one option. Here, as you take a series of performance
measures before and after the training program. This can provide some insight into
the program’s effectiveness.
Performance levels

Before training After training

 Examples of Training Methods

Training methods can be categorized based on the aspect to be developed,

thus technical aspects of training can be varied

Some of the aspects that can be developed

• Development of decision-making skills
• Developing personal skills (e.g. Communication and leadership)
• Development of functional and technical skills
• Development of organizational skills
 Examples of Training Methods

1- Development of decision-making skills

1- Brainstorming is a group creativity technique by which
efforts are made to find a conclusion for a specific problem
by gathering a list of ideas contributed by its members.
Some general rules of brainstorming:
Go for quantity: This rule aiming to facilitate problem solving through the maxim
quantity regardless of quality. The greater the number of ideas generate the bigger
the chance of producing an effective solution.
Withhold criticism: criticism of ideas should be put 'on hold'. Instead, participants
should focus on extending or adding to ideas, reserving criticism for a later 'critical
stage' of the process.
Welcome crazy ideas: To get a good long list of suggestions, wild ideas are
encouraged. These new ways of thinking might give you better solutions.
Combine and improve ideas: As suggested by the slogan "1+1=3". It is believed to
stimulate the building of ideas by a process of association
 Examples of Training Methods
1- Development of decision-making skills
2- in-basket exercise is used for both development,
selection, and promotion purposes.
During the exercise the employee receives a number of mails, telephone calls,
documents and memos. They then have a limited period of time to set priorities,
organize their working schedule accordingly.
The employee has to look at the problems and simultaneously deal with those
problems. As the employee solves these problem, he/she transfers them to the
"out-basket".
In basket exercises are often part of Assessment centers that are used for
promotion and selection.
3- Case Study: In this exercise, the candidate is asked to take a decision on a
specific issue of work. Where he is provided with a large amount of information
about the situation that can be contradictory. The individual will analyze the
information provided and based on his analytical skills, knowledge and experience,
he has to make the recommendation or decision and usually presents it in the
form of a brief report or presentation.
 Examples of Training Methods
2- Development of Communication skills

Role Play Method: is used for both

development, and selection as well
In this exercise the individual plays a certain role in an administrative position
(Manager, sales man, ..) and individual's behavior is recorded in doing the role,
assessing his performance, and then training him/her on the ideal behavior.
In these exercises, the individual meets a person representing a role (customer -
supplier- competitor ...) to collect information or to form a judgment or to make a
decision, either through a personal interview or a discussion.

Generally, the individual is given (15 - 30) minutes to prepare for the meeting. The
individual here should carefully consider how to utilize the time in meeting and
planning to achieve the best results.
Although the evaluation is conducted mainly on how the meeting is run and the
process of the meeting itself, it also considers how to prepare for the meeting.
 Examples of Training Methods
3- Development of Functional & technical kills

Job Rotation: Job rotation is a technique used by organization to rotate their

employees' assigned jobs. Employers practice this technique for a number of
reasons. It was designed to promote flexibility of employees and to keep
employees interested into staying with the company/organization which employs
them. There is also research that shows how job rotations help relieve the stress of
employees who work in a stressful jobs

Why is job rotation beneficial?

Rotation benefits the organization as employees can perform more than one job ,
it is also good practice for safety concerns in some sensitive positions. For
employees, they will be able to perform better in the workplace, paid higher, and
it is a common perception to see that rotated employees tend to have "higher
perceived skills and are more likely to be promoted.