Training and Development

Learning Outcome
• Discuss the scope of training and development and its
strategic aspects
• Describe how a training needs assessment should be
done
• Describe the factors that must be taken into account
when designing a training program
Learning Outcome
• Identify the types of training-delivery methods
organizations use
• Explain how the effectiveness of training programs
are evaluated, and describe some of the additional
training programs conducted by firms
Learning Outcome
• Identify the types of training-delivery methods
organizations use
• Explain how the effectiveness of training programs
are evaluated, and describe some of the additional
training programs conducted by firms
The Scope of Training
• Training
– Effort initiated by an organization to
foster learning among its members

– Narrowly focused and oriented toward

short-term performance concerns
TRAINING
• For employees to better perform their
task:
• Orientation training
• Barista training
• For newly promoted employees
• Basic Supervisory Training
• Leadership training
Employee Development
• Development
– Effort that is oriented more toward
broadening an individual’s skills
for the future responsibilities
A Strategic Approach to Training
• Chief learning officer:
High ranking manager responsible
for fostering employee learning and
development within the firm
• Training is anchored on the need of the
employees, the organization, and the
task.
• It is not solely base on the financial
resource of the organization and on
what is only available.
• TRAINING is base on NEED.
• To ensure that a firm’s training and
development investment has the
maximum impact possible, a strategic
and systematic approach should be
used that involves four phases:
• Four phases
– Needs assessment based on the
firm’s competitive objectives
– Program design
– Implementation
– Evaluation
Strategic Model of Training
The following are some of the most common
types of training employees are given:
• Orientation training for new hires
• Basic on-the-job training for new hires
• Managerial training
• Sales training
• Executive training
• IT/computer training
• Customer service training
• Compliance (regulations) training
• Ethics training
Phase 1: Conducting the Needs Assessment
Organization analysis

• Examination of the environment, strategies, and resources the firm faces

so as to determine what training it should emphasize

Task analysis

• Process of determining what the content of a training program should be

on the basis of a study of the tasks and duties involved in the job
• Competency assessment: Analysis of the sets of skills and knowledge
needed for decision oriented and for knowledge-oriented jobs

Person analysis

• Determination of the specific individuals who

need training
 ORGANIZATIONAL ANALYSIS
• Business Strategy: Technological Change
Ask:Can you access the technology?
Do you have the resources to
implement the change?
Are the employees skilled to
use the new technology?

Thus the need for training.

ORGANIZATIONAL ANALYSIS
• Business Strategy: A Change in the
Environment Condition (Expand or Crisis)
Ask: Do you have the capacity
to adapt to the change/s?
Is the change/s necessary?
Can the members adapt?
Thus the need for training.
 TASKS ANALYSIS
• A star employee is now promoted as department
supervisor.
We ask:
Is the newly promoted employee competent?
How:
Evaluate behavior important for a supervisor.
If the newly promoted supervisor lacks a
characteristic/s of a supervisor, such as: leadership skill.
Thus the need for training.
PERSON ANALYSIS
Performance Appraisal is a tool use to
determine who needs the training.

Poor performance appraisal or

deficiency due to ABILITY
PROBLEMS may require TRAINING.
Phase 2: Designing the Training Program

• Issues to be focused on
– Training’s instructional objectives
– Readiness of trainees and their
motivation
– Principles of learning
– Characteristics of instructors
Developing Instructional Objectives
• Information collected through needs assessment, can help
state the desired outcomes of training through written
instructional objectives
– Instructional objectives: Desired outcomes of a
training program
• Describe skills or knowledge to be acquired and attitudes to
be changed
• Are performance centered
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Assessing the Readiness and Motivation of Trainees
• Preconditions for learning that affect success
–Trainee readiness
• Whether or not the experience and knowledge of trainees
have made them ready to absorb the training
– Trainee motivation
• Organization needs to help employees understand the link
between the effort they put into training and the payoff
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Incorporating the Principles of Learning
• Goal setting
– Description of the training program, its objectives, and
learning points
• Meaningfulness of presentation
– Use of simple and understandable terminology during
training
• Modeling
– Increases salience of behavioral training
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Incorporating the Principles of Learning
• Individual learning differences
– Hands on activities and breaking large groups to
smaller groups can help trainers accommodate
different learning styles
• Active practice and repetition
– Trainees should be given opportunities to practice
their job tasks that they will need to perform
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Incorporating the Principles of Learning
• Whole-versus-part learning
– Self-paced learning - Tasks can be broken down
into parts that lend themselves into further analysis
Incorporating the Principles of Learning
• Massed-versus-distributed learning
– Distributed learning – Spacing out training will
result in faster learning and longer retention
– Learning curve can be used to track an individual’s
progress
• Plateau - Learning situation when progress does not
occur
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Incorporating the Principles of Learning
• Feedback and reinforcement
– Help individuals assess their strengths and weaknesses
– Behavior modification: Operates on the principle that
behavior that is rewarded will be exhibited more
frequently
– Spot rewards: Programs that award employees on the
spot when they do something particularly well during
training or on the job
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A Typical Learning Curve

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Characteristics of Successful Instructors
• Knowledge of the subject
• Enthusiasm
• Sincerity
• Interest in trainees
• Sense of humor
• Ability to communicate clearly
• Willingness to provide individual assistance
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Learning Outcomes Differ by Training
Method

29
Training Delivery Methods

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Training Methods
• On-the-job training (OJT)
– Method by which employees are given hands-on
experience with instructions from their supervisor or
other trainer
• Apprenticeship training
– System in which a worker entering the skilled trades is
given thorough instruction and experience in the practical
and theoretical aspects of the work
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The PROPER Way to Do On-the-Job Training
Training Methods
• Special assignments
– Involve assigning trainees who are often but not always
on managerial tracks, to different jobs in different areas
of a firm
• Cooperative training, internships & governmental training
– Programs combine practical on-the-job experience with
formal classes
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Training Methods
• Simulation
– Emphasizes realism in equipment and its operation
at minimum cost and maximum safety
– Used when it is either impractical to train
employees on the actual equipment used on the job

34
Training Methods
• E-learning
– Learning that takes place via web and computer-
based training (CBT)
– Learning management systems (LMS): Online
system that provides a variety of assessment,
communication, teaching, and learning
opportunities
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Training Methods: E-Learning
– Just in time training: Delivered to trainees when
and where they need it to do their jobs, via
computer or the Internet
Training Methods
• Behavior modeling
– Approach that demonstrates desired behavior and
gives trainees the chance to practice and role-play
those behaviors and receive feedback
• Feedback and reinforcement

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Training Methods: Behavior Modeling
– Components
• Learning points
• Model
• Practice and role play
Training Methods
• Role playing
– Involves playing the roles of others, often a supervisor
and a subordinate who are facing a particular problem
• Coaching
– Involves a continuing flow of instructions, comments,
and suggestions from the manager to a subordinate

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Training Methods
• Seminars and conferences
– Useful for bringing groups of people together for
training and development
Training Methods
• Blended learning
– Use of multiple training methods to achieve
optimal learning on the part of trainees
• Classroom instruction
– Aids in motivating employees and decrease
absenteeism

41
Case Studies

42
Criteria for Evaluating Training

43
Basic Criterion for Evaluating
• Reactions
– Simplest approaches to evaluating a training
program is to assess participants’ reactions to it
• Learning
– Testing the knowledge and skills of trainees before
and after a training program will help determine
their improvement
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Basic Criterion for Evaluating
• Behavior
– Transfer of training: Effective application of
principles learned to what is required on the job

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Basic Criterion for Evaluating: Behavior
– Maximize transfer of training
• Feature identical elements
• Focus on general principles
• Establish a climate for transfer
• Give employees transfer strategies
Basic Criterion for Evaluating
• Results or Return on investment (ROI)
– Benefits the company derives from training relative
to what it costs

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Basic Criterion for Evaluating: ROI
– Benchmarking: Process of measuring one’s own
services and practices against the recognized
leaders in order to identify areas for improvement
– ROI = Benefits of training ÷ Training costs
Additional Training and Development Programs
• Orientation : Formal process of familiarizing new
employees with
– Organization
– Jobs
– Work units

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Additional Training and Development
Programs
• Onboarding: Process of systematically socializing
new employees to help them get on board with an
organization
Additional Training and Development Programs
• Basic skills training
– Remedial training for adults is a full-blown
educational industry

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Additional Training and Development Programs
• Team training and cross training
– Cross training: Process of training employees to
do multiple jobs within an organization
• Advantages
– Gives firms flexible capacity
– Keeps workers interested and motivated
Team Training

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Additional Training and Development Programs

• Ethics training came up due to violations such as:

– Harassment
– Health and safety
– Wage-and-hour violations

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• Chief ethics officer: High-ranking manager directly
responsible for fostering the ethical climate within the
firm
Additional Training and Development Programs
• Diversity training was designed in response to:
– Increase in globalization
– Awareness of the varied demographics of the
workforce
Additional Training and Development Programs

– Challenges of affirmative action

– Dynamics of stereotyping
– Changing values of the workforce
– Potential competitive payoffs from bringing
different people together for a common purpose

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Additional Training and Development Programs
• Types
– Awareness building
– Training to prevent discrimination
– Skill building
TRAINING IS PART OF THE LIFE AND
OPERATION OF THE ORGANIZATION.

DAY 1: ORIETATION
MONTH/YEAR: SKILLS TRAINING
MONTH/YEAR: DEVELOPMENT TRAINNG
APPROACHING
RETIREMENT: LIFE COACH/TRAINING

TRAINING IS A CONTINUOUS CYCLE

 THANK YOU!
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