Effective Training: Strategies, Systems and Practices, 2 nd Edition Chapter Five Training Design

Chapter 52 Session Overview Identify and describe organizational constraints to training Determine the time required to prepare a training program List and describe the costs associated with a training program Describe the purpose of a learning/training objective Understand the components within a learning objective

Chapter 53 Training Design Phase Input Process Output Training Needs Organizational Constraints Learning Theory Develop Training Objectives Determine factors that facilitate learning & transfer Identify alternative method of instruction Chapter 6 Evaluation objectives Chapter 8

Chapter 54 Organizational Constraints (1 of 3) Constraints Suggestion for How to Handle 1.Need high level of stimulation 1 because: Law (fire drills) Task critical to the job (police firing gun) Mistakes costly (airline pilot) Incorporate a longer lead time to prepare simulations/role plays. Purchase Simulators. 2.Trainees vary in amounts of experience Consider modularization. 3.Trainees have large differences in ability levels Use programmed instruction. Have high level of trainer/trainee interaction.

Chapter 55 Organizational Constraints (2 of 3) Constraints Suggestion for How to Handle 6.Short lead time Use external consultant or training package. 5.Long lag between end of training and use of the skill on the job Distribute practice through the lag. Provide refresher material and/or models for employees to follow. Consider different training programs; may be negative transfer for employees but not for new hires. 4.Mix of employees and new hires trained on a new procedure

Chapter 56 Organizational Constraints (3 of 3) ConstraintsSuggestion for How to Handle 7.Bias against a type of training (role play, etc.) Develop proof of effectiveness into the training package. Use another method. 8.Few trainees available at any one time Use programmed instruction. 9.Small organization with limited f unds Hire consultant/purchase training. Join consortium.

Chapter 57 Preparing a Training Program When estimating the time required to prepare training, the three main types of questions: Who What How

Chapter 58 Determining time required to prepare training (1 of 4) VariablesLevel Of Effort For Design Low Medium High Who 2. Designer knowledge of subject matter  extensive knowledge  some knowledge  no knowledge 1.Designer knowledge and skills related to instructional design  extensive knowledge and skills  Moderate knowledge and skills  minimal knowledge and skills 3. Size and complexity of the target training group  small, homogeneous  medium size, moderately complex  large, complex 4. Designer’s and client’s track record for sticking to plans  always stick  sometimes stick  never stick

Chapter 59 Determining time required to prepare training (2 of 4) VariablesLevel Of Effort For Design Low MediumHigh What 6.Elements included in the training materials  trainee manual only  instructor and participant manuals  instructor and participant manuals, overheads, job aids 5.the number of instruction modules  few (5 modules)  several (8 modules)  many (12 modules) 7.client’s or organization’s expectations regarding packaging  minimal (produced in- house)  modest (desktop publishing)  extensive (professionally produced) 8.what is considered final product  first draft by designer, client does rest  designer completes up to the pilot  designer completes all drafts, finalizes after pilot

Chapter 510 Determining time required to prepare training (3 of 4) VariablesLevel Of Effort For Design Low Medium High How 10. designer’s interaction with the client  deals directly with top decision maker  deals with more than one level of decision makers  deals with a complex labor- management committee 9.data collection  a focus group made up of a few well-informed people  a focus group and a few interviews  several focus groups and several interviews 11.client’s level of involvement  approves general direction and final draft  reviews and approves key materials  reviews and approves all materials 12. Amount of interactivity  minimal  moderate  extensive

Chapter 511 Determining time required to prepare training (4 of 4) Effort LowMediumHigh Totals–––– x 1 = –––––––– x 2 = –––––––– x 3 = –––– Add the weighted totals from the high, medium and low columns to get an estimate of the number of days it will take to develop one day of instructor-led training

Chapter 512 Proposal for developing a one day workshop on Effective Communication ActionTimeRateTotal Prepare Interview relevant employees to determine issues and context to develop training 1 day$1,000 Develop objectives and plan for developing training. Includes identifying appropriate instructional methods and developing evaluation objectives 2.5 days$1,000$2,500 Develop training materials based on objectives 8 days$1,000$8,000 Develop usual aids and evaluation material2.5 days$1,000 $2,500 Miscellaneous $1,400 TOTAL $15,400

Chapter 513 Types of Costs in Training Programs (1 of 2)  Development Costs (costs related to the development of the training program; TNA, piloting of the training, materials used to design the program, etc..)  Direct Costs (costs directly attributed to the delivery of the training; trainer compensation, facilities, materials, etc)  Indirect Costs (cost incurred even if training were cancelled: preparation, marketing, administrative, & clerical support)

Chapter 514 Types of Costs in Training Programs (2 of 2)  Overhead Costs (costs associated with purchase and maintenance of training equipment and training facilities)  Participant Compensation (costs associated with trainees salary and benefits)  Evaluation Costs (costs associated with evaluating the training; assessment tools, etc…)

Chapter 515 Example of Training Costs for Grievance Reduction Training (1 of 2) Developmental Costs 1.20 days of director’s time at $50,000 per year 2. 5 days of trainer’s time at $30,000 per year 3.Materials $4,000 $600 $1,000 Direct Costs 1. 5 days of trainer’s time at $30,000 per year 2. Training facility rental 5 days at $150 per day 3. Materials and equipment 4. Coffee, juice, and muffins $600 $750 $2,000 $600

Chapter 516 Example of Training Costs for Grievance Reduction Training (2 of 2) Participant Compensation 1.30 supervisors attending 5-day workshop (Average $35,000 / yr.) $21,000 Evaluation Costs 1. 6 days of evaluator’s time at $30,000 per year 2. Materials $720 $800 Total Training Costs$32,310 Indirect Costs 1.1 day trainer preparation 2. 3 days administrative preparation at 20,000 per year $120

Chapter 517 Developing Objectives Fundamental Rules: Must be measurable and observable Articulates the goal(s) of training Communicates the intent to trainee Provides a means for evaluation Assists in the selection of materials

Chapter 518 Developing Objectives A good objective has three components: 1. Desired outcome – type of behavior 2. Condition – where, when and/or what tools will be used 3. Standards – the criteria that will be used to judge the adequacy of the behavior. (minimal acceptable level; speed, accuracy, or quality)

Chapter 519 Example 1: Learning Objective Condition – “Using a drop wire, bushing and connectors, but without the use of a manual” Behavior – “the trainee will splice a drop wire” Standard – “according to the standard set in the manual”

Chapter 520 Example 2: Learning Objective Condition – “Using a standard climbing harness and spikes” Behavior – “the trainee will climb a standard telephone pole” Standard – “within 5 minutes, following all safety procedures”

Chapter 521 Learning Objectives Improved (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

Chapter 522 Learning Objectives Improved (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.