Chapter 7

Training

1
Introduction

Why Training is Important?

2
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
3
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

4
 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
5- Evaluating Training Programs
 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

Training
Gap

6
Job Requirements Employee Capabilities
 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

7
 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

8
 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 9
 Designing Effective Training
Activities
Needs Identification and Assessment

Levels of Training Needs Identification

Person Analysis - Factors Influence Employees

Level 3
Performance and Learning:

Person Characteristics

Input

Output

Consequences
10
Feedback
 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
11
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 12
 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 Good program coordination and

others administration

Commit training content to memory 13

 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

14
 Designing Effective Training
Activities
Ensuring Transfer of Training

Transfer of Training

The use of knowledge, skills, and behaviors learned in training on the job

15
 Designing Effective Training
Activities
Ensuring Transfer of Training

Transfer of Training Requirements

Trainees perception of characteristics of the work environment

Climate for Transfer (social support and situational constraints) that can either
facilitate or inhabit use of trained skills or behavior

The degree to which trainees managers emphasize the

importance of attending training programs and stress the
Managers Support
application of training content to the job.
Action plans

Peer Support (support Trainees who meet to discuss their progress in using learned
network) capabilities on the job
16
 Designing Effective Training
Activities
Ensuring Transfer of Training

Transfer of Training Requirements

Opportunity to Use
Trainee is provided with or actively seeks experience using
Learned Capabilities
newly learned knowledge, skills, or behavior
(opportunity to perform)

Electronic Performance Support Systems (EPSS)

Technological Support &
Knowledge Management Systems

Electronic Performance Computer applications that can provide (as requested)

Support Systems (EPSS) skills training, information access, and expert advice
Process of enhancing company performance 17 by
Knowledge Management
designing and using tools, systems, and cultures to
Systems
 Designing Effective Training
Activities
Ensuring Transfer of Training

Transfer of Training Requirements

Employees ability to self manage their use of new skills and

Self Management Skills
behaviors on the job

18
 Designing Effective Training
Activities
Selecting Training Methods

Training methods in which trainees are passive recipients of

Presentation Methods
information

Instructor Led
Trainer lecturing a group
Classroom Instruction

Distance Learning Used by geographically dispersed companies

Synchronous exchange of audio, video, or text

Teleconferencing between individuals or groups at two or more
locations

Classroom instruction provided online via live

Webcasting
broadcasts
19
 Designing Effective Training
Activities
Selecting Training Methods

Training methods in which trainees are passive recipients of

Presentation Methods
information

Audiovisual
Includes overheads, slides, and video
Techniques

Mobile Technologies Includes iPods and PDAs

20
 Designing Effective Training
Activities
Selecting Training Methods

Hands-on Methods Training methods that actively involve the trainee in learning

Peers or managers training new or inexperienced

On-the-job Training employees who learn the job by observation,
understanding, and imitation

A program in which employees take responsibility for all

Self Directed Learning
aspects of learning

A work study method with both on the job and

Apprenticeship
classroom training

A training method that represents a real life situation,

Simulation allowing trainees to see the outcomes of their decisions
in artificial environment
21
 Designing Effective Training
Activities
Selecting Training Methods

Hands-on Methods Training methods that actively involve the trainee in learning

Computer description of humans that can be

Avatars used as imaginary coaches, co-workers, and
customers in simulations
Computer based technology that provides
Virtual Reality trainees with a three dimensional learning
experience

Behavior Modeling Using role playing to enforce certain models of behavior

Combines the advantages of video and computer based

Interactive video
instructions
22
 Designing Effective Training
Activities
Selecting Training Methods

Hands-on Methods Training methods that actively involve the trainee in learning

Instruction and delivery of training by computers

E-Learning
through the internet or company intranet

Repurposing Directly translating instructor led training online

Ability of trainees to actively learn through self

Learner Control pacing exercises, links to other materials, and
conversation with other trainees and experts
Technology platform that automates the administration,
Learning Management
development, and delivery of a companys training
System
program
23
 Designing Effective Training
Activities
Selecting Training Methods

Hands-on Methods Training methods that actively involve the trainee in learning

Training techniques that help trainees share ideas and

Group or Team
experiences, build group identity, understand the
building Methods
dynamics of interpersonal relationships, and get to
know their own strength and weaknesses and those of
their co-workers

Learning focused on the development teamwork and

Adventure Learning
leadership skills by using structured outdoor activities

24
 Designing Effective Training
Activities
Selecting Training Methods

Hands-on Methods Training methods that actively involve the trainee in learning

A training method that represents a real life situation,

Team Training allowing trainees to see the outcomes of their decisions
in artificial environment

Team members understand and practice each

Cross Training
others skills

Coordination Trains the team in how to share information and

Training decisions

Team leader
Training the team manager or facilitator
Training
25
 Designing Effective Training
Activities
Selecting Training Methods

Hands-on Methods Training methods that actively involve the trainee in learning

Teams work on an actual business problem, commit to

Action Learning an action plan, and are accountable for carrying out the
plan
An action training program that provides
Six Sigma Training employees with defect reducing tools to cut
costs and certifies employees as green belts,
champions, or black belts

26
Designing Effective Training
Activities

Which Training Method to Select?

Type of learning outcome Transfer of training

effectiveness Time needed

Number of trainees Cost

27
 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
28
 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

29
 Designing Effective Training
Activities
Evaluating Training Programs

Determining Return on Investment

the process of determining the economic benefits of a training

Cost Benefit Analysis
program using accounting methods

Determining Costs Determining Benefits

Making the Analysis

30
 Designing Effective Training
Activities
Evaluating Training Programs

Training Effects to be Measured

1- Reaction
Effectiveness
2- Learning

3- Behavior
Cost Effectiveness
4- Results

31
 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

32
 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 in which a test is

Acieration related validity study that seeks to
administered to all the people currently in a job
establish an empirical relationship between
and then incumbents scores are correlated with
applicants test scores and their eventual
existing measures of their performance on the
performance on the job
job
33
 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

34
 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

35
 Selection Methods Standards

Legality

The degree to which the selection methods confirm to existing laws and legal
precedents

36
 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

37
Types of Selection Methods

References, Biographical Data, and Applications Blanks

Advantages Disadvantages

38
Types of Selection Methods

Physical Ability Tests

Advantages Disadvantages

39
 Types of Selection Methods

Cognitive Ability Tests

Verbal Comprehension Quantitative Ability Reasoning Ability

Advantages Disadvantages

40
Types of Selection Methods

Personality Inventories

Advantages Disadvantages

41
Types of Selection Methods

Work Samples

Advantages Disadvantages

42
Types of Selection Methods

Honesty Tests and Drug Tests

Advantages Disadvantages

43