Designing EffectiveDesigning Effective HRD HRD

ProgramsPrograms

Designing EffectiveDesigning Effective HRD HRD

ProgramsPrograms

Chapter 5Chapter 5

Human Resource DevelopmentHuman Resource Development

Program Objectives• Mager: “Description of a performance

you want learners to be able to exhibit before you consider them competent”

• Specify what learners should be able to do, conditions under which they must do it, and criteria in judging success

Performance Objectives

• Objective Indicator

• Understand how to Discriminate between read X-rays normal and abnormal X-rays

• Knowledge of loans Recall procedure for making a loan

• Ability to read Identify transistors diagrams on a schematic diagram

False Objectives• Show an appreciation for loan

procedures• Be able to think critically and

analytically• Have a deep awareness and

thorough humanizing grasp of interpersonal relations

Conditions for Performance

• Relevant and important conditions under which performance is expected to occur

• “Repair a motor with two minor defects using a standard set of tools and diagrams”

Criterion for Performance

• How well trainees should be able to perform in order to be acceptable

• Includes speed, accuracy and quality

• Examples: finish in 20 minutes, no more that 2 errors, within a tolerance of .1 inch

Types of Training Objectives –

Part 1 of 2 (Kirkpatrick)

1. Trainee Reaction Objectives:

2. Learning Objectives:

Describes the desired trainee attitudinal and subjective evaluations of training

Describes the type of behavior that will demonstrate the learning, the conditions under which the behavior must occur, and the criteria that will signify that a sufficient level of learning has occurred

Types of Training Objectives –

Part 2 of 2

3. Transfer of Training Objectives:

4. Organizational Outcome Objectives:

Describes job behaviors that will be affected by training, the conditions under which those behaviors must occur, and the criteria that will signify that a sufficient transfer of learning from training to the job has occurred

Describes the organizational outcomes that will be affected by the transfer of learning to the job and the criteria that will signify that organizational outcome objectives have been achieved

Learning Objectives Improved – Part 1 of 2

Before

Upon completion of training the trainee:

After

Upon completion of training the trainee:

Will be able to apply theories of motivation to different situations

After reading a scenario of an unmotivated student, and without the use of any outside material, identify orally to the class what you would do to motivate the student, and explain which theory you used and why. Trainee must identify at least 3 motivators and tie to correct theory. Must be correct on 4 of the 5 scenarios

Learning Objectives Improved – Part 2 of 2

Before

Upon completion of training the trainee:

After

Upon completion of training the trainee:

Will understand what is needed to have an effective team

Will have knowledge of three types of active listening, and be able to use the appropriate one in a particular situation

When asked, correctly identify to the trainer 5 things that are necessary to have an effective team.

In a role play, appropriately respond to an angry comment using one of the active listening types, then correctly explain to the class which was used and why.

Purchasing HRD Programs

• Expertise• Timeliness• Number of trainees• Subject matter – proprietary• Cost• Size of HRD

Selecting the Trainer• Training competency• Subject-matter expertise

– Contract outside vendor– Team skilled trainers with subject-

matter experts– Techniques not requiring trainer– Train-the-trainer programs

Preparing Lesson Plan• Content to be covered• Sequencing of activities• Selection of training media• Selection of exercises• Timing and planning of each

activity

Selecting Appropriate Training Methods

• Objectives of programs• Time and money available• Availability of resources• Trainer and trainee characteristics

and preferences