Training & Development WMG 23, Term 5 Overview of Training in Organisations

The Course  Text Book – Chapters 1, 3 to 6, 8, 9 and 11  More practical than theoretical – Cases, Activities, Instruments  What is in this course for YOU?  You have above average trainer and training management skills already. Look at this solely as an opportunity to fill in the gaps or further honing of skills.  A line or functional manager with training skills is a valued resource – a distinct advantage. It is increasingly being seen as a strategic function  A manager conceptually sound in training and development will have an added advantage in Performance Management  It is personally and professionally rewarding

Evaluation Components ComponentWeight Class Participation5 Two Quizzes (2X10)20 Class Presentation20 Individual Assignment15 End Term Examination40 TOTAL100

Course Overview  Concepts – Training, Development, Learning  Strategic  SAT  Learning, Learning Styles, Learning Cycles, Experiential Learning, Adult Learning  TNA  Training Design, Methods  Training Implementation and Delivery  Training Evaluation  Management Development, Coaching, Mentoring

Course Objective After attending this course you will be able to:  Explain the strategic dimension of training in an organisation  Describe and apply Systematic Approach to Training and Development  Analyse the theoretical and practical aspects of needs assessment, design, delivery and evaluation of training  Design and demonstrate at least one or two methods of training delivery that you had not tried before  To design a basic training programme

A few random terms  Learning  Training  Strategy  Open System  Knowledge  Skills  Attitudes  Abilities  Competencies

A compelling Place to WorkA compelling Place to shop A compelling Place to Invest Attitude about the JobServing HelpfulnessCustomer Recommendation Attitude about the Company Employee Behavior Employee Retention Merchandize ValueCustomer Retention Customer Impression Return on Assets Revenue Growth 5 Units increase in Attitude 1.3 Unit Increase in customer impression 0.5 % increase in revenue The Business Case: Employee – Customer – Profit Chain (Sears)

TermMeaning TrainingA planned and systematic effort to modify or develop KSA through a learning experience, to achieve effective performance in an activity or range of activities LearningThe process whereby individuals acquire KSAs through experience, reflection, study or instruction EducationA process and a series of activities which aim at enabling an individual to assimilate and develop Knowledge, skills, values and understanding that are not simply related to a narrow field of activities DevelopmentThe general enhancement and growth of an individual’s skills and abilities through conscious and unconscious learning

Elements that Contribute to Learning and Development Training Learning & Development Planned and unplanned experience Education

Classification of Learning Outcome Skill-Based Learning  Compilation  Automaticity Cognitive Knowledge  Declarative Knowledge  Procedural Knowledge  Strategic Knowledge Attitudinal Learning  Affect/Feelings Learning

General Open Systems Model OPEN SYSTEM INPUT PROCESS OUTPUT Systems External Environment

Performance Gap

Recap  Training, Learning, Development  Learning Outcome  Knowledge, Skills, Abilities, Attitudes and Competencies  Training as an Open System

The Training Process (Open System) and Systematic Approach to Training

Training as a Subsystem within the Organizational System TRAINING SUBSYSTEM Organizational NeedsAnalysis Knowledge Employee NeedsDesignSkills BudgetDevelopment Attitudes EquipmentImplementation Motivation StaffEvaluation Job Performance INPUTPROCESSOUTPUT TRAINING’S ORGANIZATIONAL ENVIRONMENT MissionStrategyStructurePoliciesProcedures FinancesResourcesPeopleProductsTechnology

Training Processes Model Outcome Evaluation Data Needs Analysis Phase Input Process Output Design Phase Input Process Output Development Phase Input Process Output Implementation Phase Input Process Output Evaluation Phase Input Process Output Process Evaluation Data Triggering Event

17 ADDIE “Model” Analysis Design Development Implementation Evaluation

18 Analysis Design Development Implementation Evaluation Needs Assessment Project Plan Goals ADDIE Model

19 Analysis Design Development Implementation Evaluation Audiences Objectives Task Analysis Strategy Prototypes ADDIE Model Needs Assessment Project Plan Goals

20 Analysis Design Development Implementation Evaluation Outline Content Select Delivery “Programming” ADDIE Model Needs Assessment Project Plan Goals Audiences Objectives Task Analysis Strategy Prototypes

21 Analysis Design Development Implementation Evaluation Delivery Integration ADDIE Model Needs Assessment Project Plan Goals Audiences Objectives Task Analysis Strategy Prototypes Outline Content Select Delivery “Programming”

22 Analysis Design Development Implementation Evaluation Evaluation Plan Testing Reviews ADDIE Model Needs Assessment Project Plan Goals Audiences Objectives Task Analysis Strategy Prototypes Outline Content Select Delivery “Programming” Delivery Integration LMS

Problem Solving  Identifying the Organizational problem areas (those in need of improvement)  Determining the cause(s) of the problem  Identifying, selecting and implementing the best solution  Evaluating the effectiveness of the solution  Implementing a feedback loop

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