Training and Development
Sessions 5-6
What is Training?
Training - a planned effort by a company to facilitate
employees’ learning of job-related competencies.
• Competencies include knowledge, skills or behavior critical
for successful job performance.
The goal of training is for employees to master the
competencies and apply them to their day-to-day activities.
2
Do Employees Need Training ?
The answer is “YES”
However, we must know the
purpose and functions of
training before we can use it.
Job complexity
Job changes
Employee diversity
3
Importance of Training
Maintains quality of products / services
Achieves high service standards
Provides information for new comers
Refreshes memory of old employees
Achieves learning about new things; technology, products /
service delivery
Reduces mistakes - minimizing costs
Reduced supervision
Improves communication & relationships - better teamwork
Higher employee satisfaction
4
The Gap Concept
Expected Curve
1,000 Cars Gap
Performance/ 200 Cars
Actual Curve
Results
800 Cars
Time
In training terms this means we need to
develop programs to fill the Gap
5
BEFORE YOU TRAIN…..
MAKE SURE
PERFORMANCE
DEFICIENCY IS DUE TO
LACK OF TRAINING
6
Need for Training ?
The reasons for not As training experts we
making the 1,000 must analyze the
cars: situation to determine
Not enough if:
resources Expected result too
Poor machines high
Poor staff skills Target achievable
Is training the only way
to make it happen 7
The ASK Concept
If we follow the GAP concept, training is simply a
means to use activities to fill the gaps of
performance between the actual results and the
expected results.
This GAP can be separated into 3 main themes
1. Attitude
2. Skills
3. Knowledge
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Exercise 1
Rank ASK by difficulty to develop in people
Attitude • Easy
Skills • Moderately
Knowledge difficult
• Most difficult
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Exercise 2
Imagine you are the managing director of a
full service restaurant. One day you receive a
complaint letter from a guest reporting s/he
was not satisfied with the follow up
regarding their criticism of being
overcharged in one of your restaurants.
Why was the complaint made?
Is there a training need?
10
Reasons to Consider Conducting
an Internal Needs Analysis
1. Employee obsolescence/out-dated –
Technical advancements, cultural changes, new
systems, computerization
2. Career plateaus
Need for education and training programs
3. Employee Turnover
Development plan for new employees
11
Model of the Training Process*
*Goldstein, I. (2002) Training in Organizations 4th Ed.
Assessment Stage Training Stage Evaluation Stage
Organizational
Needs Assessment
Task Need Assessment
Development of Design & Select Measure Training
Training Objectives Procedures Results
Development of Train Compare Results to
Criteria for Training Criteria
Evaluation
Feedback
12
Nine Steps in the Training
Process
1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training
13
1) Training Needs Assessment
A. Organization analysis: identify training needs of the
organization according to its long-term goals-set the training
goals.
B. Job analysis: identify training needs according to job
descriptions and specifications—specify skills / knowledge /
behavior to be trained.
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Training Needs Assessment
C) People analysis: identify people that need training and their trainability-identify
potential trainees.
Evaluate Competencies and Determine Performance Gaps
Evaluate current competencies and identify where there are gaps between current
ability and desired ability
To evaluate current competency level use:
Performance evaluations
Tests
Surveys
Self assessments
Interviews
Customer feedback
2) Preparing Training Plan
Consider whether to design a long (5-10 years), medium (3-5
years) or short (1 year) term plan.
Ask your self “What are we going to achieve in the time
period?”
Use a holistic approach by using a calendar for inputting
your training activities.
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3) Specifying Training Objectives
Formal description of what trainee should be able to do after training
Training Objectives must be specific & measurable.
Why? Very difficult to measure effectiveness after course is finished.
What should trainees be able to accomplish after participating in the
training program?
What is the desired level of such accomplishment, according to
industry or organizational standards?
Do you want to develop attitudes, skills, knowledge or some
combination of these three?
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4) Designing the Training Program(s)
7.
1. Training location
Program duration& environment
2.
8. Program&structure
Criteria methods for assessing participant
3. learning andmethods
Instruction achievement
9.
4. Criteria
Trainers&qualification
methods for evaluating the
5. program
Nature of trainees
6. Support resources – materials, classroom
18
5) Selecting Training Methods
Note: This is the most important step
On-the job-training (OJT)
learn while you’re working
Off -the job-training
19
TRAINING Methods (ON-THE-JOB)
Strengths
Simple
Actual job
Weaknesses
Productivity
Mistakes
Types
Apprenticeship
Job instruction training
Internships
Job Rotation
20
TRAINING METHODS (OFF-THE-JOB)
Classroom lectures
Films and videos
Demonstrations
Case studies
Simulations
Programmed
instruction
Interactive video disks
21
AND…..
Computer-based
training
Vestibule training
22
Off-the-job Training Methods
23
EMPLOYEE DEVELOPMENT
Future oriented
Education, not training
Reasoning, decision
making
Personal growth
Proactive
24
EMPLOYEE DEVELOPMENT METHODS
Job rotation
Assistant-to positions
Committee assignment
Conferences and
seminars
Management Games
Experiential Exercises
Adventure Training
Lectures
Simulations 25
6) Completing the Training Plan
Target group – assess your audience
Topic – task, skill or attitude ingredient
Method – direct (one way communication) or indirect
(discussion, games, experimental exercises…). Important
as evaluation of trainees usually lies on the perception on
what they did in the training session
Time – length, period, breaks important to consider
Location – away from the office? 26
7) Implementing the Training
Program
Besides trainers qualifications and experience:
Group comfort - physical & psychological
Trainer enthusiasm & skills
Effective communication
Feedback mechanism
The need to learn new training skills
Preparation by trainers
27
8) Evaluating the Training
Training is only effective if the information is retained and
applied on the job. Evaluation of training is critical
Questions to consider in evaluation include:
How much did the training improve the competencies?
How did the training improve employees’ job
performance?
How did the training support meeting of business
objectives?
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Three Levels of Evaluation
1. Immediate Feedback
Survey or interview directly after training
2. Post-Training Test
Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
Conducted by immediate supervisors of trainees
29
Kirkpatrick’s Evaluation Criteria
Level 1 – Reaction
Did trainees like the training and feel it was useful
Level 2 – Learning
Did trainees learn material stated in the objectives
Level 3 – Behavioral
Are trainees using what was learned back on the job
Level 4 – Results
Are benefits greater than costs
Evaluation..
Conduct a Cost Benefit Analysis
Consider the costs associated with the training methods, the extent to which
the training will address the performance gap, and the impact on business
Cost factors include:
Training time
Content development time (if designed in-house)
Training provider evaluation (if purchased from vendor)
Training content delivery method
Lost productivity from time spent in training
Travel and logistical expenses
9) Planning Future Training
Last step in the training process
After taking all evaluated comments, trainers should modify
the programs to keep good things and make suggested
improvements
Remember, even with the same topic for different
trainees, trainers should address many parts of the
training process again and consider new approaches.
32
8: INTERNATIONAL ISSUES
Training
Culture
Language
Techniques
Development
Necessary for
executives
Expatriates
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References
Anthony W.P., Kacmar, K.M., Perrewé, P.L. (2002) Human
resource management: a strategic approach, 4th ed. Fort
Worth : Harcourt College Publishers.HF5549 .A866 2002
Goldstein, I. L., Ford J.K. (2002) Training in organizations :
needs assessment, development, and evaluation, 4th ed.
Belmont, CA . HF5549.5.T7 G543 2002
Greer, C.R. (1995) Strategy and human resources – a
general managerial perspective, Prentice Hall.
Riley, Michael, (1996) Human resource management in the
hospitality and tourism industry, 2nd ed. Oxford ; Boston :
Butterworth-Heinemann. TX911.3.P4 R55 1996
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