1. Effective Training: Strategies, Systems and Practices, 2nd Edition
Chapter One
Overview of Training in Organizations
Chapter 1

2. Session Overview Define training& learning
Define and differentiate among knowledge, skills, and attitudes
Describe the components of a open systems model and training processes model
Chapter 1

3. Overview of Training Training defined:
“Training is a set of processes aimed at continuously improving employee and organizational systems” (p. 4)
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4. Opportunities for the Millennium
Demographics Shifts occur because:
Aging of the population
Companies face a severe shortage of skilled employees
Lower birth rates
Increased diversity of ethnic and cultural makeup
Differing values of new generations of employees
New work systems must be adopted to allow employees to work outside “company walls”
Chapter 1

5. Opportunities for the Millennium
Knowledge Workers:
“The 21st century will see the value of products and services determined more by the knowledge of the workforce and less by physical labor” (p.5)
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6. Opportunities for the Millennium
Quality:
High quality products and services are necessary just to stay in business
Example: ISO 9000
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7. Important Concepts Learning:
“a relatively permanent change in understanding and thinking that results from experience and directly influences behavior” (p. 7)
Chapter 1

8. Classification of Learning Outcome
Skill-Based Learning
Compilation
Automaticity
Cognitive Knowledge
Declarative Knowledge
Procedural Knowledge
Strategic Knowledge
Attitudinal Learning
Affect/Feelings
Learning
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9. Important Concepts KSAs: Knowledge, Skill, & Attitude
Knowledge – the facts people learn & the strategies they learn for using those facts
Declarative – storing factual information
Procedural – applying facts already learned
Strategic – using declarative & procedural knowledge to plan goal directing activity
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10. Important Concepts KSAs: Knowledge, Skill, & Attitude
Skill - the capacities needed to perform a set of tasks that are developed as a result of training & experience
Compilation- when a person just learns a specific skill
Automaticity - when a person is able to perform a skill without thinking about what they are doing
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11. Important Concepts KSAs: Knowledge, Skill, & Attitude
Attitude – employees belief & opinion that support or inhibit behavior
Attitude directly affects Motivation
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12. Important Concepts Competencies:
“A broad grouping of knowledge, skills, & attitudes that enable a person to be successful at a number of similar tasks”
- KSAs are the foundation of competencies
- Example: Carpenter
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13. Organizational Chart for Human Resource Function
Vice President
Human Resources
HR Planning and
Research Director
Employment
Director
Employee Relations
Compensation
Human Resource
Development Director
Forecasting employment needs
Succession planning
Conducting research
Recruiting
Testing
Hiring and employee termination
Employee grievances
In unionized firms management-union relations often involved in labor negotiations
Compensation of employees (wages, salaries and benefits)
Negotiates with
outside benefit
providers
Improving the capabilities of employees
If no director of Health & Safety exists this activity may fall under HRD
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14. Possible Career Path in HRD
Director HRD
Rotation through other HRD management positions
Manager, Training Support Services
Supervisor of Materials Development
Rotation through other specialist positions
Entry-level specialist position (e.g., training materials developer)
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15. Open Systems Model Characteristic of an Open Systems Model:
Have a dynamic relationship with their environment.
Are barriers restricting the flow from the external environment
The system is open to influences from its environment.
Inputs are transformed into outputs through a process.
Chapter 1

16. Open Systems Model Example
INPUT PROCESS OUTPUT
Systems External Environment
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17. Training as a Subsystem within the Organizational System
TRAINING SUBSYSTEM
Organizational Needs
Analysis
Knowledge
Employee Needs
Design
Skills
Budget
Development
Attitudes
Equipment
Implementation
Motivation
Staff
Evaluation
Job Performance
INPUT
PROCESS
OUTPUT
TRAINING’S ORGANIZATIONAL ENVIRONMENT
Mission
Strategy
Structure
Policies
Procedures
Finances
Resources
People
Products
Technology
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18. Training Processes Model
Outcome
Evaluation
Data
Needs Analysis Phase
Input Process Output
Design Phase
Development Phase
Implementation Phase
Evaluation Phase
Process
Evaluation Data
Triggering Event
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19. Training Processes Model
Needs Analysis – determination of organizations needs
Design Phase – identifying the factors needed in the training program
Development – formulating an instructional strategy
Implementation – conducting the training
Evaluation – judge the quality of the training
Chapter 1