Chapter 7

1. Chapter 7 Training

2. Introduction Why Training is Important?

3. High Leverage Training Strategy: A systematic Approach Training A planned effort to facilitate the learning of job related knowledge, skills, and behavior by employee High Leverage Training Training Practice that links training to strategic business goals, has top management support, relay on an instructional design models, and is benchmarked to programs in other organizations

4. High Leverage Training Strategy: A systematic Approach Continuous Learning A learning system that requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job, and share what they have learned with other employees

5. Designing Effective Training Activities Training Design Process A systematic approach for developing training programs 1- Needs Assessment 2- Ensuring Employees’ Readiness for Training 3- Creating A Learning Environment 4- Ensuring Transfer of Training 5- Selecting Training Methods 5- Evaluating Training Programs

6. Training Gap Job Requirements Employee Capabilities Designing Effective Training Activities Needs Identification and Assessment Training Needs Identification: The process used to determine training gap Training Needs Analysis / Assessment: The process used to determine if training is necessary

7. Designing Effective Training Activities Needs Identification and Assessment Levels of Training Needs Identification Level 1 Organizational Analysis Level 2 Task / Job Analysis Level 3 Person / Employee Analysis

8. Designing Effective Training Activities Needs Identification and Assessment Levels of Training Needs Identification Level 1 Organizational Analysis Support of Managers and Peers Companies’ Strategic Directions (strategic training and development initiative) Companies’ Strategic Directions

9. Designing Effective Training Activities Needs Identification and Assessment Levels of Training Needs Identification Level 2 Task Analysis – Steps of Task Analysis: Select jobs to be analyzed Develop a preliminary list of tasks Validate or confirm the preliminary list of tasks Identify the knowledge, skills, or abilities necessary to successfully perform each task

10. Designing Effective Training Activities Needs Identification and Assessment Levels of Training Needs Identification Level 3 Person Analysis - Factors Influence Employees’ Performance and Learning: Person Characteristics Input Output Consequences Feedback

11. Designing Effective Training Activities Ensuring Employees’ Readiness for Training Motivation to Learn The desire of the trainee to learn the content of a training program Self Efficacy The employees’ belief that they can successfully learn the content of a training program

12. Designing Effective Training Activities Ensuring Employees’ Readiness for Training Understanding the Benefits or Consequences of Training Awareness of Training Needs, Career Interests, and Goals Work Environment Characteristics Basic Skills

13. Designing Effective Training Activities Creating A Learning Environment Learning environment facilitate acquiring knowledge and skills in the training program Conditions for Learning Need to know why they should learn Meaningful training content Opportunities for practice feedback Observe experience, and interact with others Good program coordination and administration Commit training content to memory

14. Designing Effective Training Activities Creating A Learning Environment Communities of Practice Groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished

15. Designing Effective Training Activities Ensuring Transfer of Training Transfer of Training The use of knowledge, skills, and behaviors learned in training on the job

16. Designing Effective Training Activities Ensuring Transfer of Training Transfer of Training Requirements Climate for Transfer Trainees’ perception of characteristics of the work environment (social support and situational constraints) that can either facilitate or inhabit use of trained skills or behavior Managers Support The degree to which trainees’ managers emphasize the importance of attending training programs and stress the application of training content to the job. Action plans Peer Support (support network) Trainees who meet to discuss their progress in using learned capabilities on the job

17. Designing Effective Training Activities Ensuring Transfer of Training Transfer of Training Requirements Opportunity to Use Learned Capabilities (opportunity to perform) Trainee is provided with or actively seeks experience using newly learned knowledge, skills, or behavior Technological Support Electronic Performance Support Systems (EPSS) & Knowledge Management Systems Electronic Performance Support Systems (EPSS) Computer applications that can provide (as requested) skills training, information access, and expert advice Knowledge Management Systems Process of enhancing company performance by designing and using tools, systems, and cultures to improve creation, sharing and use of knowledge

18. Designing Effective Training Activities Ensuring Transfer of Training Transfer of Training Requirements Self Management Skills Employees ability to self manage their use of new skills and behaviors on the job

19. Designing Effective Training Activities Selecting Training Methods Presentation Methods Training methods in which trainees are passive recipients of information Instructor – Led Classroom Instruction Trainer lecturing a group Distance Learning Used by geographically dispersed companies Teleconferencing Synchronous exchange of audio, video, or text between individuals or groups at two or more locations Webcasting Classroom instruction provided online via live broadcasts

20. Designing Effective Training Activities Selecting Training Methods Presentation Methods Training methods in which trainees are passive recipients of information Audiovisual Techniques Includes overheads, slides, and video Mobile Technologies Includes iPods and PDAs

21. Designing Effective Training Activities Selecting Training Methods Hands-on Methods Training methods that actively involve the trainee in learning On-the-job Training Peers or managers training new or inexperienced employees who learn the job by observation, understanding, and imitation Self Directed Learning A program in which employees take responsibility for all aspects of learning Apprenticeship A work study method with both on the job and classroom training Simulation A training method that represents a real life situation, allowing trainees to see the outcomes of their decisions in artificial environment

22. Designing Effective Training Activities Selecting Training Methods Hands-on Methods Training methods that actively involve the trainee in learning Avatars Computer description of humans that can be used as imaginary coaches, co-workers, and customers in simulations Virtual Reality Computer based technology that provides trainees with a three dimensional learning experience Behavior Modeling Using role playing to enforce certain models of behavior Interactive video Combines the advantages of video and computer based instructions

23. Designing Effective Training Activities Selecting Training Methods Hands-on Methods Training methods that actively involve the trainee in learning E-Learning Instruction and delivery of training by computers through the internet or company intranet Repurposing Directly translating instructor led training online Learner Control Ability of trainees to actively learn through self pacing exercises, links to other materials, and conversation with other trainees and experts Learning Management System Technology platform that automates the administration, development, and delivery of a company’s training program

24. Designing Effective Training Activities Selecting Training Methods Hands-on Methods Training methods that actively involve the trainee in learning Group or Team building Methods Training techniques that help trainees share ideas and experiences, build group identity, understand the dynamics of interpersonal relationships, and get to know their own strength and weaknesses and those of their co-workers Adventure Learning Learning focused on the development teamwork and leadership skills by using structured outdoor activities

25. Designing Effective Training Activities Selecting Training Methods Hands-on Methods Training methods that actively involve the trainee in learning Team Training A training method that represents a real life situation, allowing trainees to see the outcomes of their decisions in artificial environment Cross Training Team members understand and practice each other’s skills Coordination Training Trains the team in how to share information and decisions Team leader Training Training the team manager or facilitator

26. Designing Effective Training Activities Selecting Training Methods Hands-on Methods Training methods that actively involve the trainee in learning Action Learning Teams work on an actual business problem, commit to an action plan, and are accountable for carrying out the plan Six Sigma Training An action training program that provides employees with defect reducing tools to cut costs and certifies employees as green belts, champions, or black belts

27. Designing Effective Training Activities Which Training Method to Select? Type of learning outcome Transfer of training effectiveness Time needed Number of trainees Cost

28. Designing Effective Training Activities Evaluating Training Programs Training Outcomes A way to evaluate the effectiveness of a training program based on cognitive, skills based, affective, and results outcomes Reasons for Evaluating Training Strengths &Weaknesses – Design contribution to learning – Trainees benefited – Level of satisfaction – Financial benefits & costs – ROI – Cost comparison with other programs

29. Designing Effective Training Activities Evaluating Training Programs Evaluation Design Pretest/Posttest with Comparison Group Posttest only with comparison Group Pretest / Posttest Posttest Only Time Series

30. Designing Effective Training Activities Evaluating Training Programs Determining Return on Investment Cost Benefit Analysis the process of determining the economic benefits of a training program using accounting methods Determining Costs Determining Benefits Making the Analysis

31. Designing Effective Training Activities Evaluating Training Programs Training Effects to be Measured 1- Reaction Effectiveness 2- Learning 3- Behavior Cost Effectiveness 4- Results

32. Selection Methods Standards Validity The extant to which a performance measure all the relevant –and only the relevant- aspects of job performance Criterion Related Validation Content Validation

33. Selection Methods Standards Validity Criterion Related Validation A method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job performance scores Predictive Validation Concurrent Validation Acieration related validity study that seeks to establish an empirical relationship between applicants’ test scores and their eventual performance on the job Acieration related validity study in which a test is administered to all the people currently in a job and then incumbents’ scores are correlated with existing measures of their performance on the job

34. Selection Methods Standards Validity Content Validation A test validation strategy performed by demonstrating that the items, questions, or problems posed y a test are a representative sample of the kinds of situations or problems that occur on the job

35. Selection Methods Standards Generalization The degree to which the validity of a selection method established in one context extends to other contents Utility The degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in real organization

36. Selection Methods Standards Legality The degree to which the selection methods confirm to existing laws and legal precedents

37. Types of Selection Methods Interviews A dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment Advantages Disadvantages Situational Interview

38. Types of Selection Methods References, Biographical Data, and Applications Blanks Advantages Disadvantages

39. Types of Selection Methods Physical Ability Tests Advantages Disadvantages

40. Types of Selection Methods Cognitive Ability Tests Verbal Comprehension Quantitative Ability Reasoning Ability Advantages Disadvantages

41. Types of Selection Methods Personality Inventories Advantages Disadvantages

42. Types of Selection Methods Work Samples Advantages Disadvantages

43. Types of Selection Methods Honesty Tests and Drug Tests Advantages Disadvantages