Chapter 5 Training Discuss how training can contribute to companies’ business strategy. Explain the role of the manager in identifying training needs and supporting training on the job. Conduct a needs analysis. Evaluate employees’ readiness for training. Discuss the strengths and weaknesses of presentation, hands-on, and group training methods.
5 Training Explain the potential advantages of e-learning training. Chapter 5 Training Explain the potential advantages of e-learning training. Design a training session to maximize learning. Choose an appropriate evaluation design based on training objectives and analysis of constraints. Design a cross-cultural preparation program. Develop a program for effectively managing diversity.
Training can... Increase employees’ knowledge of foreign competitors and cultures. Help ensure that employees have the basic skills to work with new technology, Help employees understand how to work effectively in teams to contribute to product and service quality. Ensure that the company’s culture emphasizes innovation, creativity, and learning. Ensure employment security by providing new ways for employees to contribute to the company when their jobs change, their interests change, or their skills become obsolete. Prepare employees to accept and work more effectively with each other, particularly with minorities and women. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Training Training is a planned effort by a company to facilitate the learning of employees. High-leverage training: is linked to strategic business goals and objectives, is supported by top management, relies on an instructional design model, and is compared or benchmarked to programs in other organizations. Continuous learning requires employees to understand the relationship between their jobs, their work units, and the company and to be familiar with company business goals. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Designing Effective Training Activities The Training Process 1. Needs Assessment Organizational Analysis Person Analysis Task Analysis 2. Ensuring Employees’ readiness for Training Attitudes and Motivation Basic Skills 3. Creating a Learning Environment Identification of learning objectives and training outcomes Meaningful material Practice Feedback Observation of others Administering and coordinating program McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Designing Effective Training Activities (cont.) The Training Process 4. Ensuring Transfer of Training Self-management strategies Peer and manager support 5. Selecting Training Methods Presentational Methods Hands-on Methods Group Methods 6. Evaluating Training Programs Identification of training outcomes and evaluation design. Cost-benefit analysis McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Analysis Needs Analysis Organizational Analysis Person Analysis Task Analysis McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Training Methods Presentation Methods Hands-on Methods Group methods Instructor-led classroom format Distance learning Audiovisual techniques Hands-on Methods On-the-job training Simulations Business games and case studies Behavior modeling Interactive video Web-based training Group methods McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Outcomes Used in Evaluating Training Programs Cognitive Outcomes Skill-based Outcomes Affective Outcomes Results Return on Investment WHAT IS MEASURED Acquisition of Knowledge Behavior Skills Motivation Reaction to Program Attitudes Company Payoff Economic value of Training HOW MEASURED Pencil and paper tests Work sample Observation Ratings Interviews Focus groups Attitude surveys Data from information system or performance records Identification and comparison of costs and benefits of the program McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
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