Training and Development | Unit 4

1. KYTC Prepared by: Safaa S.Y. Dalloul Training and Development | Unit 4 http://safaadalloul.wordpress.com 2013-2014

2. Elements of Lecture • Career Planning and Development • Training and human resource issues in small e-businesses • Introduction • Training and HR in small e-businesses • An illustrative and personal research agenda • Concluding remarks • Introduction to Training and Development • Job and Career Security • HR Development • Training and Development • The Training and Development Process • Determining TD Needs • Establishing TD Objectives • Selecting TD Methods • Implementing TD Programs • Evaluate TD

3. Introduction to Training and Development • Why Training and Development? • To improveemployees' competency and organizational performance. • To dotheir jobs and careerwell • To keep pace with the organization as it changes and grows. • To align a firm's employees with its corporate strategies.

4. Job and Career Security • Job security implies security in one job, often with one company. • Career security requires developing marketable skills and expertise that help ensure employment within a range of careers.

5. Job and Career Security • Career security results from the ability to perform within a broad range of careers well enough to marketable in more than one job and to more than one organization..

6. Job and Career Security • Some jobs may disappear or change according to technological change. • As jobs disappear and change, workers must strive to constantly and value to their careers.

7. HR Development • Human resource development is a major HRM function that consists of: • Training and development. • Individual career planning. • Development activities. • Organization development. • Performance appraisal. • Activity that emphasizes T&D needs.

8. Training and Development • Training: activities are designed to provide learners with the knowledge and skills needed for their present jobs. • Development: Learning that goes beyond today's job and has a more long-term focus. • Formal training: is training activity that is planned, structured, and occurs when people are called away from their workstations to participate in it.

9. Challenge !! Define Training and Development? Why the organization needs Training and Development? Compare between Job and Career Security?

10. Training and Development • The most prominent changes affecting T&D: • Changes in organization structure caused by mergers, rapid growth, downsizing and outsourcing. • Changes in technology and the need for more highly skilled workers.

11. Training and Development • The most prominent changes affecting T&D: • Changes in the educational level of employees, some more highly educated, others needing remedial training.

12. Training and Development • The most prominent changes affecting T&D: • Changes in humanresources creating a diverse workforce consisting of many groups. • Competitive pressures are necessitating flexible courses and just-in-time and just-what's-needed training.

13. Training and Development • The most prominent changes affecting T&D: • Increased emphasis on learning organizations and human performance management.

14. External Environment Internal Environment Select T&D Method(S) Establish Specific Objectives Determine T&D Needs Implement T&D Programs Evaluate T&D Programs Training and Development Process

15. 1 Determine the T&D Needs?

16. Determine the T&D Needs? The first step in the T&D process is to determine specific T&D needs. A systematic approach to addressing bona fide needs must be undertaken.

17. How Can We Determine the T&D Needs? Organizational analysis: from an overall organizational perspective, the firm's strategic mission, goals, and corporate plans are studied, along with the results of human resource planning. Task analysis: focuses on the tasks required to achieve the firm's purposes. Job descriptions are important data sources for this analysis level.

18. How Can We Determine the T&D Needs? • Person analysis: determining individual training needs is the final level. The relevant questions are: • Who needs to be trained? • What kind of knowledge, skills and abilities (KSA) do employees need? • Note: “Performance appraisals and interviews or surveys of supervisors and job incumbents are helpful at this level”.

19. 2 Establishing TD Objectives

20. Establishing TD Objectives Training and development must have clear and concise objectives. The purpose of training is firstly established, and then the specific learning objectives about what the training should accomplish. By objectives, managers can determine whether training has been effective or not.

21. 3 Selecting TD Methods

22. Selecting TD Methods • In training and development, it is very essential to determine the best method for T&D. • Although an increasing amount of training takes place on the job at the time the employee needs the training, many T&D programs occur away from the work setting.

23. Selecting TD Methods • Classroom programs • Monitoring and coaching • Case Study • Videotapes • Role playing • Apprenticeship training • Vestibule Training • Simulation • Business games • Basket training • Distance learning and videoconferencing • Computer-bases training • E-learning (Web-based Training) • On-the-job training

24. Selecting TD Methods • Classroom programs • Instructor-led training in the classroom is the most popular training method. • The advantage of classroom programs is that the instructor may convey a great deal of information in a relatively short time.

25. Selecting TD Methods • Classroom programs • The effectiveness of classroom programs improves when: • Groups are small enough to permit discussion. • When the instructor is able to capture the imagination of the class and utilize multimedia in an appropriate manner.

26. Selecting TD Methods • Monitoring and coaching • Monitoring: is an approach to advising, coaching, and nurturing for creating a practical relationship to enhance individual career, personal and professional growth and development. And focuses on skills to develop employees to perform to their highest potential and leading to career advancement.

27. Selecting TD Methods • Monitoring and coaching • Coaching: is a responsibility of the immediate boss and provides assistance much as the same as a mentor.

28. Selecting TD Methods • Monitoring and coaching • Reverse mentoring: is a process where the older employees learn from the younger employees.

29. Selecting TD Methods • Case Study • Training method in which trainees study the information provided in the case and make decisions based on it..

30. Selecting TD Methods • Videotapes • The use of videotapes is a popular training method. • Small businesses that cannot afford more expensive approaches. • Provides the flexibility desired by any firm. • Behavior modeling utilizes videotapes to illustrate interpersonal skills and shows how managers function in various situations.

31. Selecting TD Methods • Role playing • A training method in which participants are required to respond to specific problems they may actually encounter in their jobs. • Trainees learn by doing.

32. Selecting TD Methods • Apprenticeship training • A combination of classroom instruction with on-the-job training. • It is common with craft jobs, such as those of plumber, barber, carpenter … etc.

33. Selecting TD Methods • Vestibule Training • Training that takes place away from the production area on equipment that closely resembles the actual equipment used on the job.

34. Selecting TD Methods Simulation Training approach utilizes devices or programs replicating tasks away from the job site. The devices range from simple paper mock-ups of mechanical devices to computerized simulations of total environments.

35. Selecting TD Methods • Simulation • Training and development specialists may use simulated sales counters, automobiles, and airplanes.

36. Selecting TD Methods Business games Simulations, computer-based or non-computer-based that attempt to duplicate selected factors in a particular business situation, which the participants manipulate.

37. Selecting TD Methods Basket training A simulation in which the participant is asked to establish priorities for and then handle a number of business papers such as memoranda, reports, and telephone messages that would typically cross a manager's desk.

38. Selecting TD Methods Distance learning and videoconferencing A great deal of training takes place using this technology, offering the prospect of increasing the number of trainees and at the same time saving companies money. Distance learning, videoconferencing, and similar technology can increase access to training consistency of instruction, and reduce the cost of delivering T&D programs.

39. Selecting TD Methods Computer-bases training A teaching method that takes advantage of the speed, memory, and data manipulation capabilities of the computer for greater flexibility of instruction.

40. Selecting TD Methods E-learning (Web-based Training) It is an umbrella term describing online instruction. The versatility of online instruction has important implications for T&D since the demand for an educated and empowered workforce is critical in the new economy. E-learning (Web-based training) is available anytime, anywhere in the world and in different languages.

41. Selecting TD Methods On-the-job training It is an informal approach to training in which an employee learns job tasks by actually performing them.

42. Management Development Learning experiences are provided by an organization for the purpose of upgrading skills and knowledge required in current and future managerial positions.

43. In-house Management Development • Training that is more specific to needs. • Lower costs. • Less time. • Consistent and relevant material. In-House Development is in-side the organization by using the internal sources For many reasons:

44. In-house Management Development • More control of content and faculty. • Development of organizational culture and teamwork. In-House Development is in-side the organization by using the internal sources For many reasons:

45. Out-house Management Development • An outside perspective. • New viewpoints. • Exposure to faculty experts and research. • Broader vision. In-House Development is Out-side the organization by using the external sources For many reasons:

46. 4 Implementing TD Programs

47. Implementing TD Programs • A perfectly conceived training program can fail if management cannot convince the participants of its merits. • Participants must believe that the program has value and will help them to achieve their personal and professional goals.

48. Implementing TD Programs • Implementation of training program difficulties: • It implies change, which employees may strongly resist. • Participant's feedback is vital, as there are often bugs in new programs.

49. Implementing TD Programs • Implementation of training program difficulties: • It may be difficult to schedule the training around present work requirement, unless the employee is new to the firm. • It is important to maintain training records including how well employees perform during the training and on the job. (i.e. Follow up + Cost)

50. 5 Evaluate Training and Development