© 2004 by Prentice Hall Terrie Nolinske, Ph.D Training in the Workforce

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Training Challenges… Who needs training? When is training necessary? What makes training programs effective? What are costs and benefits of computer- based training? How are training outcomes measured?

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Training Development Current job Current / Future jobs Individuals Individuals or groups Immediate Long term Fix skill deficit Future demands

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Training The process of providing employees with specific skills or correcting deficiencies in their performance.

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Training Challenges Is training really the solution to the problem? Are the goals of training clear and realistic? Is training a good investment? How will we know whether the training worked?

© 2004 by Prentice Hall Terrie Nolinske, Ph.D The Training Process: Phase 1 Needs Assessment Organizational Analysis Task Analysis Personnel Analysis

© 2004 by Prentice Hall Terrie Nolinske, Ph.D The Training Process: Phase 2 Development Determine budget Identify institutional support Identify training objectives Research content Determine time on specific content Determine methods of delivery Develop handouts

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Behavioral Objectives Contain… Subject Action verb Degree Condition

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Methods of Delivery include… Games, Simulations Slides Computer-based Video Film Overhead projector

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Training Process: Phase 3 Implementation Comfortable room temperature Workspace / Chairs Adequate lighting Good sightlines for all Appropriate room set up

© 2004 by Prentice Hall Terrie Nolinske, Ph.D reactions to training at the time of training learning during training application of new skills / knowledge back on the job overall training effectiveness The Training Process: Phase 4 Evaluation

© 2004 by Prentice Hall Terrie Nolinske, Ph.D The Training Process: Phase 4 Evaluation (cont’d) Questionnaires Focus groups Interviews Test ability or knowledge

© 2004 by Prentice Hall Terrie Nolinske, Ph.D For Successful Training, tie training content to work functions and day to day operations. include everyone in the process. be flexible when / where training happens. use a variety of training methods. provide ongoing feedback. ensure employee confidentiality. get the support of top management.

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Development An effort to provide employees with the abilities the organization will need in the future.

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Creativity Phase I: Imaginative Phase 2: Practical Creativity can be developed to generate innovative ideas and solutions to problems.

© 2004 by Prentice Hall Terrie Nolinske, Ph.D To Increase Creativity use… Analogies and Metaphors Free Association Personal Analogy Mind Mapping

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Socialization Meet people who can tell you how to succeed. Get to know four new people in the first two weeks. Meet with boss during first month. Complete a project during first month (shows initiative and teaches about parts and culture of the firm).

© 2004 by Prentice Hall Terrie Nolinske, Ph.D Sources of Customer Dissatisfaction with IBM Telephone Service Calls Not Returned 24.1% Getting to Knowledgeable Person or Backup 44% Voice Systems and Message Expectations 18.1% Operator Assistance 6.7% Telephone Tag 2.4% Excessive Rings 4.3% Case

© 2004 by Prentice Hall Terrie Nolinske, Ph.D IBM Senior Vice President’s Memo to All Managers “Overall, the rating of our telephone service by customers and internal users is poor. Together, we are going to fix this problem, and fix it fast.” How will you resolve this? Case (Cont’d)