Implementing HRD Programs

1. Implementing HRD Programs

2. The Implementation Stage

3. The Learning Pyramid By Permission: Yin (2004)

4. Training Delivery Methods Three basic categories: • On-the-Job Training • Classroom Training • Self-Paced Training Note: Computer-based training can be in a classroom, or individual/self-paced.

5. On-the-Job Training (OJT) • Job instruction training (JIT) • Job rotation • Coaching • Mentoring

6. Characteristics of OJT • Training at one’s regular workstation • Most common form of training • Strengths: • Realism • Applicability • Weaknesses: • No formal structure • Can perpetuate mistakes

7. More on OJT • Facilitates training transfer to the job • Reduced training costs, since classroom is not needed • Noise and production needs may reduce training effectiveness • Quality and safety may be impacted

8. Job Instruction Training (JIT) • Prepare the worker • Present the task • Practice the task • Follow-up

9. JIT Process • Observe work processes • Brainstorm improvements • Analyze options • Implement improvements • Evaluate results and make adjustments

10. Job Rotation • Train on different tasks/positions • Often used to train entry-level managers • Also used to provide back-up in production positions

11. Coaching and Mentoring • Coaching – between worker and supervisor • Can provide specific performance improvement and correction • Mentoring – senior employee paired with a junior employee (“protégé”) • Helps to learn the ropes • Prepares protégé for future advancement

12. Classroom Training Approaches Five basic types: • Lecture • Discussion • Audiovisual Media • Experimental Methods • Self-Paced or Computer-Based Training

13. Lecture • Oral presentation of material • Some visual aids can be added • Remains a very popular training method • Transfers lots of information quickly • Interesting lectures can work well • Good to supplement with other materials

14. Problems with Lecture Method • One-way form of communication • Trainees must be motivated to listen • Often lacks idea sharing • People don’t always like listening to lectures

15. Discussion Method • Two-way communication • Use questions to control lesson • Direct: produce narrow responses • Reflective: mirror what was said • Open-Ended: challenge learners – to increase understanding

16. Challenges of Using the Discussion Method • Maintaining control in larger classes • Needs a skilled facilitator • Needs more time than lecture • Trainees must prepare for the lesson by reading assignments, etc.

17. Audiovisual Media • Brings visual senses (seeing) into play, along with audio senses (hearing) • Types: • Static Media • Dynamic Media • Telecommunications

18. Static Media • Printed materials • Lecture notes • Work aids • Handouts • Slides – e.g., PowerPoint • Overhead transparencies

19. Dynamic Media • Audio cassettes • CDs • Film • Videotape • Video disc

20. Telecommunications • Instructional TV • Teleconferencing • Videoconferencing

21. Experiential Training • Case studies • Business game simulations • Role Playing • Behavior Modeling • Outdoor training

22. Case Study Considerations • Specific instructional objectives • Case approach objectives • Attributes of particular case • Learner characteristics • Instructional timing • Training environment • Facilitator’s characteristics

23. Business Game Simulations • Computerized versus manual • Operational • Financial • Resource bound • In-basket exercise • Setting priorities • Time-driven decision making

24. Role Plays • Self discovery; use of interpersonal skills a plus • Some trainees are better actors • Transfer to job can be difficult

25. Behavior Modeling • Used mainly for interpersonal skills training • Practice target behavior • Get immediate feedback (video, among other media)

26. Outdoor Education • Ropes courses, etc. • Can facilitate teamwork • Focus on group problem identification, problem solving • Often good for team building • Fun – but is it effective training?

27. Self-Paced Training • Hard-copy • Correspondence courses • Programmed instruction • Computer-Based Training (CBT) • Computer-aided instruction • Internet/intranet training

28. Hard-Copy Self-Paced (i.e., Self-Paced Computer-Based Training) • Good for remote locations without Internet access • Individual follows text at own pace • Correct/incorrect answers determine progress • Trainee works alone without instructor interface • Still used, but increasingly being replaced by CBT

29. Computer-Based Training (CBT) • Interactive with user • Training when and where user wants it • Trainee has greater control over progress • CBT can provide progress reports and be tailored to specific instructional objectives • Trainee works on own with minimal facilitation by instructor who is elsewhere

30. Types of CBT • Computer-Aided Instruction • Internet & Intranet-Based Training (e-learning) • Intelligent Computer-Assisted Instruction

31. Computer-Based Training (Classroom-Based) • Group-based • Instructor is present and facilitates computer-based learning • Trainees are collocated and can help each other • Requires computer, etc., for each trainee

32. Computer-Aided Instruction (CAI) • Drill-and-practice approach • Read-only presentation of a “classic” training program • Multimedia courses • Interactive multimedia training • Simulations

33. Advantages of CAI • Interactive with each student • Student is self-paced • Logistics – • Increasingly available over the Internet (or via an organization’s intranet) • Updates are easily distributed • Instructional Management & Reporting • CAN be cost-effective…

34. E-learning • Intranet • Internal to site/organization • Internet • General communications • Online reference • Needs assessment, administration, testing • Distribution of CBT • Delivery of multimedia

35. Intelligent CAI • Uses computer’s capabilities to provide tailored instruction • Can use expert systems, fuzzy logic, and other rubrics • Can provide real-time simulation and stimulation

36. Implementing Training • Depends on: • Objectives • Resources • Trainee characteristics

37. Other Considerations Concerning Implementation • Physical environment: • Seating • Comfort level • Physical distractions

38. P7 • Proper • Prior • Planning • Precludes • Particularly • Poor • Performance

39. Planning • Does NOT prevent failure… • … But makes it easier to avoid failure. • Planning your HRD implementation before you actually do it greatly increases the likelihood of successful implementation.

40. Training Provides Many Things • Networking • Knowledge • Social acceptance • Improved interpersonal skills • Team building

41. Summary • Good training: • Improves performance • Improves productivity • Improves chances for promotion • Improves the bottom line • Therefore, the right training methods need to be used in the right way to ensure successful HRD implementation.