1. Talent Management
Training Methods

2. Matching Methods with Outcomes
Talent Management
Matching Methods with Outcomes

3. The Designer Role
The designer of training needs to understand the principle methods and delivery methods in order to determine the best method for meeting the specific training objective/s.
The training designer must be able to evaluate a method’s strengths and weaknesses to make good decisions about its use.

4. KSA Definitions
Knowledge
Is an organized body of facts, principles, procedures, and information.
Skills
Are the capabilities needed to perform a set of tasks.
Attitudes
Are employee beliefs and opinions that support or inhibit behavior.

5. Food for Thought
Like many training programs, there were learning objectives in more than one area.
Most training requires a combination of methods because no single can do everything well.
Each method is used to accomplish different part of the training objectives.
It is the combination of methods that allows the full set of training objectives to be achieved.

6. Training Approaches Training Approaches can be divided into:
Cognitive Approach.
Behavioral Approach.
The primary focus of these approaches differs, although cognitive method contain behavioral elements and behavioral method has cognitive elements

7. Cognitive Approach Cognitive Approach.
Focus on knowledge and attitude development by providing information and rules on how to do something or demonstrates relationships among concepts.
These methods stimulate learning through their effect on the trainee’s cognitive processes

8. Behavioral Approach Behavioral Approach.
Focus on the trainee’s behavior in a real or stimulated fashion.
They are best used for skills development and attitude change.

9. Talent Management
Training Methods

10. Lectures and Demonstrations
Talent Management
Lectures and Demonstrations

11. Talent Management
Lectures

12. Lectures
The lecture is one of the most frequently used and oldest forms of training.
Nearly all training programs contain some lecture component.
Although lectures and demonstrations have similar characteristics, they are appropriate for different objectives.
The lecture can be in print or oral form, live or presented on video. It is best used to present information.

13. Lectures
Several variations in the lecture format allow it to be more or less formal or interactive.
The clearest difference is the role that the trainees are expected to play.
The straight lecture does not include trainees interacting with the trainer.
Adding discussion and a question-and-answer period invites the trainees to be more interactive with the learning process.

14. Tips for a Good Lecture
A good lecture is well organized and begins with an introduction that lays out the purpose of the lecture and the order in which topics will be covered.
Lectures require trainees to be fairly inactive, which, after 20 minutes or so, begins to reduce the amount being learned.
A shorter version of a lecture – Lecturette – is often used to counter this problem.

15. Questioning The closed-ended question The open-ended question
The Overhead questions:
Are either open or closed-ended questions and are directed at the whole group.

16. Questioning The Direct questions:
Is asked of a particular trainee. It is used to draw out non-participators and to obtain differing points of view.
Most trainees begin responding to questions once they see that answering a question is a safe and rewarding experience.

17. Talent Management
Demonstrations

18. Demonstrations
A demonstration is a visual display of how to do something or how something works.
To be most effective, a demonstration should be integrated with the lecture/discussion method.
The most effective demonstrations provide each trainee with the resources needed to actually do what is being demonstrated. “ie: equipment, material……”

19. Talent Management
Games and Simulations

20. Games and Simulations
Training games and simulations are designed to reproduce or simulate processes, events, circumstances that occur in the trainee’s job.
Trainees can experience the situation in a controlled setting where they can develop their skills or discover concepts that will improve their performance.
Equipment Simulators, Business Games, In-Basket Exercise, Case Study, Role-Plays, and Behavior Modeling are the primary examples of this method.

21. 1- Equipment Simulators
If technical skills in the operation or maintenance of equipment are the focus of training.
It is important that the simulators be designed to replicate the physical aspects of the equipment and operating environment that the trainees will find at their job sites.

22. 2- Business Games
Business Games are simulations that attempt to represent the way an industry, company, or unit of a company functions.
Typically, they are based on a set of relationships, rules, and principles derived from theory or research.
They can also reflect the actual operations of a particular department in a specific company.
Games can also be used to review information presented in other form.

23. 3. In – Basket Technique
The in-basket technique provides trainees with a packet of written information and requests, such as memos, messages, and reports, that typically would be handled in a gives position such as Sales Manager, Administration staff, or engineer.
This technique is most often used when preparing employees for promotion or transfer to a new work environment.

24. 4. Case Studies
The case study attempts to simulate Decision-Making situations that trainees might find on the job.
Case Studies typically used as exercises following a lecture / discussion segment of training.

25. 5. Role - Play
Role – Play is an enactment (simulation) of a scenario in which each participant is given a part to act out.
The degree to which a scenario is structured will depend on what the learning objectives are.

26. 6. Behavior Modeling
Behavior Modeling uses the natural tendency of people to observe others to learn how to do something new.
It may be used in combination with some other technique, for example, the modeled behavior is video-taped and then watched by the trainees.

27. Talent Management
On – the – Job Training

28. On – the – Job Training The most frequently used training method.
It is the preferred method for training employees for new technology and increasing skills in the use of existing technology.
It uses more experienced employees or supervisors to train less-skilled or less-experienced employees.

29. Steps of the OJT…1
Formal OJT programs follow a carefully developed sequence of learning events.
Learning is usually achieved through the following steps:
The trainee observes a more experienced and skilled employee performed the job-related task.
The procedures and techniques used are discussed before, during and after the trainer has demonstrated how the job tasks are performed.

30. Steps of the OJT…2
3. The trainee begins performing the job task. 4. The trainer provides continuing guidance and feedback. 5. The trainee is gradually given more and more of the job to perform until he can adequately perform the entire job at his own.

31. Questions???
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