Module 5 Training vs Development Development tends to be a longer term shift in thinking and being Development is broader in scope focusing on individuals gaining new capabilities useful for both present and future jobs ID: 774673
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Slide1
Training and Development
Module 5
Slide2Training vs. Development
Development tends to be a longer term shift in thinking and “being”.
Development
is broader in scope, focusing on individuals gaining new capabilities useful for both present and future jobs.
Pen/Paper- reflect and then briefly describe in writing a “moment” that changed your life. Think about the most significant things that have happened to you, which one REALLY shaped who you are?
Slide3Leaders are Readers
Warren Bennis
On Becoming a Leader (2003)
“more leaders have been made by accident, circumstance, sheer grit, or will than have been made by all the leadership courses put together.”
Development happens….we want to expedite it if we can.
Slide4Nature of Training
Training
A process whereby people acquire capabilities to aid in the achievement of organizational goals.
Includes both hard and soft skills
New Context of Training
Organization Competitiveness and Training
Training makes organizations more competitive
Training helps retain valuable employees
Training is no longer the first casualty of a business downturn.
Technology changes so fast training is not optional
Global environment requires cultural training for increased financial performance and decision
making
Slide5Changes in the Nature of Training
Training as a Revenue Source
Marketing training with or alongside products (e.g., I.T. products) can contribute significantly to a firm’s revenues.
Integration of Performance and Training
Training is moving “closer to the job” to achieve “real time” learning- Training occurs closer to the job
Slide6Strategic Training
HR, Chief Learning Officer and Training Professionals
Are more likely to get involved with the business, partner with operating managers to help solve problems, and to make significant contributions to organizational results.
Are less likely to chase fads or the hottest or latest type of training gimmick.
Are less likely to think that training alone can solve most employee or organizational performance problems.
Slide7Developing Strategic Training Plans
A good training plan deals with the following questions:
Is there really a need for the training?
Who needs to be trained? (e.g., job and legal/discrimination needs)
Who will do the training?
What form will the training take?
How will knowledge be transferred to the job?
How will the training be evaluated?
Slide8Systematic Training Process
Slide9Sources of the Information Used in Training Needs Assessment
Organizational Analyses
Job/Task Analyses
Individual Analyses
Slide10Establishing Training Objectives and Priorities
Gap Analysis
The distance between where an organization is with its employee capabilities and where it needs to be.
Types of Training Objectives
Knowledge
:
Impart cognitive information and details to trainees.
Skill:
Develop behavior changes in how job and tasks are performed.
Attitude
: Create interest and awareness of the training importance.
Slide11Learning Styles
Adult Learning Principles
Have need to know why they are learning something.
Have need to be self-directed.
Bring more work-related experiences into the process.
Employ a problem-solving approach in the experience.
Are motivated by both extrinsic and intrinsic factors.
Slide12Training Design
Learning Styles
Auditory
learners
Tactile
learners
Visual
Learners
Slide13Training Design (cont’d)
Learner
Readiness
Self-Efficacy
Ability
to Learn
Motivation
to Learn
Perceived
Utility/Value
Slide14Learning Styles (cont’d)
Behavior Modeling
Copying someone else’s behavior by observing how another person deals with a problem.
Reinforcement
Law of effect states that people tend to repeat behaviors that are rewarded and avoid behaviors that are punished.
Immediate Confirmation
Reinforcement and feedback are most effective when given as soon as possible after training.
Slide15Learning: Types of Training
Developmental and
Innovative Training
Required and
Regular
Training
(e.g., hazardous chemicals
Job/TechnicalTraining (e.g., new machines)
Interpersonal and Problem-SolvingTraining
Types of
Training
Slide16Outsourcing Training: Sources of External Training
Vendor Training
and Certification
Government-Supported Job Training
Educational Assistance Programs (includes contract to
stay. Buyouts?)
External Training
Slide17Advantages and Disadvantages of E-learning
Slide18Training Approaches (generational and culture issues)
Distance Training/Learning
Cooperative/OJT Training
Instructor-Led Classroom and Conference Training
Simulations
and Training
Training
Methods
Slide19Stages for On-the-Job Training
Slide20Levels of Training Evaluation
Slide21Training Evaluation (cont’d)
Cost-Benefit Analyses
A comparison of costs and benefits associated with organizational training efforts
Measurement of both the costs and the benefits may be difficult.
Return on Investment (ROI) Analysis
CRITICAL to maintaining training efforts and establishing credibility with organization
Pinpointing
whether it actually was training that caused the changes.
Slide22Some Typical Costs and Benefits of Training
Slide23Evaluation Designs
Post-Measure
Pre-/Post-Measure
Pre-/Post-Measure with a Control Group
Evaluation
Design
The issue and value of random assignment.
Addresses the “prove it” issue.