9362_sess 9 lnd

TRAINING & DEVELOPMENT

TRAINING DEVELOPMENT

FOCUS

• Learn specific

behavior &

actions

• Demonstrate

techniques &

processes

• Understand

concepts & context

• Develop judgement

TIME FRAME Short term Long term

EFFECTIVE-

NESS

MEASURES

• Performance

appraisal

• Cost benefit

analysis

• Certification

• Availability of

qualified people

when needed

• Possibility of giving

promotions

• HR-based competitive

advantage

Training and Development and Other HRM Functions

Training may permit hiring

less-qualified applicants Selection

Effective selection may

reduce training needs

Training aids in the

achievement of performance

Performance

Appraisal A basis for assessing

training needs and results

Training and development may

lead to higher pay

Compensation

Management A basis for determining

employee’s rate of pay

Availability of training can aid

in recruitment Recruitment

Provide an additional

source of trainees

Systems Model of Training

Needs

Assessment Design

Implem-

entation Evaluation

Phase One:

Phase Two:

Phase Three:

Phase Four:

Training Needs Assessment

Search for the gap between the desired performance and

actual performance (now or likely future performance)

Determine whether there is a need for training vs other

HR interventions

Determine, Who, if anyone, needs training

Determine, What training is needed

Needs Assessment for Training

ORGANIZATIO-

NAL

ANALYSIS

TASK ANALYSIS

PERSON

ANALYSIS

…of environment, strategies, and

resources to determine where to

emphasize training

…of the activities to be performed

in order to determine the KSAs

needed.

…of performance, knowledge, and

skills in order to determine who

needs training.

Sample Task Analysis Record Form

Example of Competency Model for Human Resource Manager

Performance Analysis

Performance Appraisals

Job-Related Performance

Data

Observations

Interviews

Assessment Center Results

Individual Diaries

Attitude Surveys

Tests

Methods

for

Identifying

Training

Needs

Specialized Software

Can’t-do or Won’t-do?

Needs Assessment Analysis

Organisational

Demands = Organisation

Analysis

Task

Analysis

Employee Capability = Person

Analysis

Performance gap

TRAINING METHODS

ON THE JOB

OFF THE JOB

Training Methods for Non-managerial Employees

On-the-Job Training (OJT)

Apprenticeship Training

Classroom Instruction

Programmed Learning

Computer-based Training and E-

Learning

Simulation

The OJT Training Method On-the-Job Training (OJT)

Having a person learn a job by actually doing the job.

Types of On-the-Job Training

Job Instruction Training

Coaching or understudy

Job rotation

Special assignments

Advantages

Inexpensive

Learn by doing

Immediate feedback

Job Instruction Training at UPS

Computer-Based Training Techniques

PI Computer-based programmed instruction

CBT Computer-based training

CMI Computer-managed instruction

ICAI Intelligent computer-assisted instruction

ITS Intelligent tutoring systems

Simulation Computer simulation

Virtual Reality Advanced form of computer simulation

Internet-Based Training

Teletraining and Videoconferencing

Electronic Performance Support

Systems (EPSS)

Computer-Based Training

E-learning and learning portals

Distance

Learning

Methods

Training Methods for Management

Development

On-the-Job Experiences

Lectures and other Classroom methods

Seminars and Conferences

Case Studies

Management Games

Role Playing

Attitudinal and Behavioural training

Computer-based Training and E-Learning

Management Development Techniques

Job

rotation

Coaching and

understudy

Managerial On-the-Job Training

Action

learning

Other Management Training Techniques

University-related programs

Management games

Off-the-Job Management Training

and Development Techniques

The case study method

Outside seminars

Executive coaches

Behavior modeling

Role playing

Corporate

universities

Implementing Management Development

Programs

Assessing the

company’s strategic

needs

Developing the

managers and

future managers

Long-Term Focus of Management

Development

Appraising

managers’ current

performance

Evaluating the Training Effort

Designing the Evaluation Study

Time series design

Controlled experimentation

Choosing Which Training Effects to Measure

Reaction of trainees to the program

Learning that actually took place

Behavior that changed on the job

Results achieved as a result of the training

Using a Time Series Graph to Assess Training Impact

Outcomes Used in Evaluating Training

OUTCOME

Cognitive

Outcomes

Skill-based

Outcomes

Affective

Outcomes

Results

Return on

Investment

WHAT MEASURED

• Acquisition of

Knowledge

• Behavior

• Skills

• Motivation

• Reaction to Program

• Attitudes

• Company Payoff

• Economic value of

training

HOW MEASURED

• Pencil & paper tests

• Work sample

• Observation

• Work sample

• Interviews or FGDs

• Attitude surveys

• Obs. / Interviews

• Data from MIS/PA

• Cost benefit

analysis for program