ADDIE Model

1. ADDIE Model Kristin Householder

2. Addie Training Model • A = Analysis • D = Design • D = Development • I = Implementation • E = Evaluation

3. Analyzing Training Needs • Organizational • Entire organization, single division or department • At this level you prepare for future need • Job/Task • Single job category • Indicated by low productivity • Individual • Individual employee • Indicated by poor review or employee assistance request

4. Step 1. Analysis Training Needs Assessment Model • Identify Goal Refer Back to Manager If no Training Problem? Gather/Analyze Data • Identify Goal Identify Performance Gap Identify Instructional Goals Propose Solutions Evaluate Options/Estimate Budget and Timing Present Proposal

5. During this Step Make Sure to Think About: Should the program be created internally, from a prepackaged training program, or outsourced? What factors do you think you should consider in making this decision? • Size of the organization • Training expertise and Availability of in-house trainers • Uniqueness of the subject matter • Availability and costs of prepackaged program or external consultant

6. Think About it • Would you internally train, use prepackaged programs, or outsource for the following topics: • Sexual Harassment (WHY?) • Technical training on a manufacturing line (WHY?)

7. Step 2. Design • 1. Compile task inventory if training is for technical skill • 2. Identify Target Audience • Learning Styles: Visual, Auditory, Kinesthetic • 3. Identify and talk with Stakeholders • 4. Develop Training Objectives • 5. Develop course Content • Consider Learning Curves • 6. Develop Evaluation Criteria

8. Think About It: • Think of this class, Training and Organizational Development as a prolonged training program. Can you think of a training objective for this class. Remember be SPECIFIC!!!

9. Step 3. Development • Decide on the Training Materials • Leader guides, Manuals, Handouts • Decide on Media Use • Computer, Television, DVD player, etc. • Instructional Methods • Active (Facilitation, Case Studies, Simulations, Vestibule, Socratic Seminar) • Passive (Lecture, Presentation, Conference) • Experiential (Demonstration, One-on-One, Performance)

10. What type oftraining instructional method would you use in these circumstances: Passive, Active, Experiential? THINK ABOUT IT • You want to have a training program that helps employees build stronger analytical and problem solving skills. • You want to have a training program that will help employees in the human resource department with the newly installed HRIS software. • You want to have a training program for hundreds of employee on new organizational policies and procedures.

11. Program Delivery Mechanisms • Classroom • Self-Study • Programmed instruction • E-learning

12. THINK ABOUT IT: What Program Delivery Mechanism would you use?(Classroom, Self-Study, Programmed instruction, or E-learning) • Jenny worked for years with OSHA compliance. However, after a long leave of absence from the workforce she has returned as a safety manager to your organization. You want her to refresh her knowledge of OSHA laws and be brought up to speed on some new laws. • As an HR representative at an adhesives research company you are responsible for delivering orientation to small groups of new hires. You are instructed to make them feel comfortable while telling them of organizational policies and procedures. • You work in a extremely fast paced technology firm where employees receive little direction and are responsible for their own work. The turnover is extremely high, therefore there is a constant stream of new employees.

13. Step 4. Implementation • Facility • Depends on type of training, number of participants, and budget • Onsite or offsite • Theater-style, classroom style, banquet-style, chevron style, conference style, u-shaped style seating • Trainers • Skills, knowledge, and/or abilities with training material • Schedule • Feasibility of shutting down operations, employee availability, trainer availability, multiple sessions • Arrange for delivery • Training materials, needed media products • If offsite • Ensure everyone has a ride • All expenses have been paid

14. THINK ABOUT IT What would you do (onsite vs. offsite training)? • The organization for which you are trainer is currently not to doing to well financially. The only onsite training facility is directly across from the work plant, and it is extremely noisy and distracting. Recently you accidentally overheard a conversation between the vice president of HR and Budget management about how they feel that you are a drain on HRs’ budget. The training material that you are to present is extremely important and needs to be clearly understood. What would you do, would just deal with the noise of the plant or would you argue for more money? If so, what points would you argue?

15. Goals/Outcomes of Training Final Step!!!!! Evaluation How do you evaluate these training outcomes????

16. Common Models of Training Evaluation • Donald Kirkpatrick 4 levels of training evaluations in US Training and Development Journal: • Reaction Evaluation Method • Survey (provides trainer feedback not organizational impact) • Learning Evaluation Method • Test (provides effectiveness of training info. but no feedback) • Experimental design: Pre-test/post-test, Post-test/control group • Behavior Evaluation Method • Observations, interviews, or surveys 6 wks-6months later • Provides info. if new skills were transferred to job • Results Evaluation Method • Impact on business • Compares objective statements (turnover, sales, costs)

17. Training Evaluation Metrics • Cost-Benefit Analysis Typical Costs Typical Benefits • Increase in production • -Reduction in errors and accidents • Reduction in turnover • Less supervision necessary • Ability to use new capabilities • Attitude change -Trainer’s salary and time -Trainee’s salary and time -Material for training -Expenses for trainer and trainees -Cost of facilities and equipment -Lost productivity -Trainer’s salary and time -Trainee’s salary and time -Material for training -Expenses for trainer and trainees -Cost of facilities and equipment -Lost productivity

18. Benchmarking • Gather training data from your organization (performance data, sales, efficiency, etc) • Gather training data on similar organization (ASTD, or American Productivity & Quality Center and the Saratoga Institute)

19. THINK ABOUT IT What type of Kirkpatrick’s evaluation methods would you use? (Reaction Eval. Method, Learning Eval. Method, Behavior Eval. Method, or Results Eval. Method) • You work for organization whose upper management does not see the benefit in having training programs other than the initial orientation. You finally convinced them to give you resources to create an interview training program for managers. • The HR department has become somewhat fearful that departmental hiring managers will violate some employment laws. Therefore, you are instructed to put together a training program for managers on basic human resources employment law. Be sure that they walk away knowing the laws, otherwise there might be some lawsuits!! • You have just completed a brand new training program aimed at decreasing unnecessary work steps for a production line. You want to pilot test the program, so you recruit a few employees from the line and a couple of their managers to go through the training.

20. ANY QUESTIONS/COMMENTS????