1. Attract – Acquire – Retain – Develop - Deploy

2. Training and Development
Module 5

3. Training vs. Development
Development tends to be a longer term shift in thinking and “being”.
Development is broader in scope, focusing on individuals gaining new capabilities useful for both present and future jobs.
Pen/Paper- reflect and then briefly describe in writing a “moment” that changed your life. Think about the most significant things that have happened to you, which one REALLY shaped who you are?

4. Leaders are Readers Warren Bennis On Becoming a Leader (2003)
“more leaders have been made by accident, circumstance, sheer grit, or will than have been made by all the leadership courses put together.”
Development happens….we want to expedite it if we can.

5. Nature of Training Training New Context of Training
A process whereby people acquire capabilities to aid in the achievement of organizational goals.
Includes both hard and soft skills
New Context of Training
Organization Competitiveness and Training
Training makes organizations more competitive
Training helps retain valuable employees
Training is no longer the first casualty of a business downturn.
Technology changes so fast training is not optional
Global environment requires cultural training for increased financial performance and decision making
Not everyone loves training

6. Changes in the Nature of Training
Training as a Revenue Source
Marketing training with or alongside products (e.g., I.T. products) can contribute significantly to a firm’s revenues.
Integration of Performance and Training
Training is moving “closer to the job” to achieve “real time” learning- Training occurs closer to the job

7. Strategic Training
HR, Chief Learning Officer and Training Professionals
Are more likely to get involved with the business, partner with operating managers to help solve problems, and to make significant contributions to organizational results.
Are less likely to chase fads or the hottest or latest type of training gimmick.
Are less likely to think that training alone can solve most employee or organizational performance problems.

8. Developing Strategic Training Plans
A good training plan deals with the following questions:
Is there really a need for the training?
Who needs to be trained? (e.g., job and legal/discrimination needs)
Who will do the training?
What form will the training take?
How will knowledge be transferred to the job?
How will the training be evaluated?

9. Systematic Training Process

10. Sources of the Information Used in Training Needs Assessment
Organizational Analyses
Job/Task Analyses
Individual Analyses

11. Establishing Training Objectives and Priorities
Gap Analysis
The distance between where an organization is with its employee capabilities and where it needs to be.
Types of Training Objectives
Knowledge: Impart cognitive information and details to trainees.
Skill: Develop behavior changes in how job and tasks are performed.
Attitude: Create interest and awareness of the training importance.

12. Learning Styles Adult Learning Principles
Have need to know why they are learning something.
Have need to be self-directed.
Bring more work-related experiences into the process.
Employ a problem-solving approach in the experience.
Are motivated by both extrinsic and intrinsic factors.

13. Training Design Learning Styles Auditory learners Tactile learners
Visual Learners

14. Training Design (cont’d)
Learner Readiness
Self-Efficacy
Ability to Learn
Motivation to Learn
Perceived Utility/Value

15. Learning Styles (cont’d)
Behavior Modeling
Copying someone else’s behavior by observing how another person deals with a problem.
Reinforcement
Law of effect states that people tend to repeat behaviors that are rewarded and avoid behaviors that are punished.
Immediate Confirmation
Reinforcement and feedback are most effective when given as soon as possible after training.

16. Learning: Types of Training
Required and Regular Training
(e.g., hazardous chemicals
Job/Technical Training
(e.g., new machines)
Types of Training
Developmental and Innovative Training
Interpersonal and Problem-Solving Training

17. Outsourcing Training: Sources of External Training
Vendor Training and Certification
Government-Supported Job Training
Educational Assistance Programs (includes contract to stay. Buyouts?)
External Training

18. Advantages and Disadvantages of E-learning
Source: Developed by Lisa A. Burke and Robert L. Mathis.

19. Training Approaches (generational and culture issues)
Distance Training/Learning
Cooperative/OJT Training
Instructor-Led Classroom and Conference Training
Simulations and Training
Training Methods

20. FIGURE 8–8
Stages for On-the-Job Training

21. Levels of Training Evaluation

22. Training Evaluation (cont’d)
Cost-Benefit Analyses
A comparison of costs and benefits associated with organizational training efforts
Measurement of both the costs and the benefits may be difficult.
Return on Investment (ROI) Analysis
CRITICAL to maintaining training efforts and establishing credibility with organization
Pinpointing whether it actually was training that caused the changes.

23. Some Typical Costs and Benefits of Training

24. Pre-/Post-Measure with a Control Group
Evaluation Designs
Post-Measure
Pre-/Post-Measure
Pre-/Post-Measure with a Control Group
Evaluation Design
The issue and value of random assignment.
Addresses the “prove it” issue.

25. Reading Callouts
What has happened to training costs in the last decade?
5 steps to analyzing a training need
When developing assessment tools what are the training guidelines?
What should training designers leverage?
What are three activities when developing training content?
What is the first step when implementing training is
What is the final phase when designing a systematic training system
What is a successful case example of a systematic training system?
During what time was training literature voluminous?