1. Chapter 7
Training

2. Why Training is Important?
Introduction
Why Training is Important?

3. High Leverage Training Strategy: A systematic Approach
A planned effort to facilitate the learning of job related knowledge, skills, and behavior by employee
High Leverage Training
Training Practice that links training to strategic business goals, has top management support, relay on an instructional design models, and is benchmarked to programs in other organizations

4. High Leverage Training Strategy: A systematic Approach
Continuous Learning
A learning system that requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job, and share what they have learned with other employees

5. Designing Effective Training Activities
Training Design Process
A systematic approach for developing training programs
1- Needs Assessment
2- Ensuring Employees’ Readiness for Training
3- Creating A Learning Environment
4- Ensuring Transfer of Training
5- Selecting Training Methods
5- Evaluating Training Programs

6. Designing Effective Training Activities
Needs Identification and Assessment
Training Needs Identification: The process used to determine training gap
Training Needs Analysis / Assessment: The process used to determine if training is necessary
Job Requirements
Training
Gap
Employee Capabilities

7. Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 1
Organizational Analysis
Level 2
Task / Job Analysis
Level 3
Person / Employee Analysis

8. Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 1
Organizational Analysis
Support of Managers and Peers
Companies’ Strategic Directions (strategic training and development initiative)
Companies’ Strategic Directions

9. Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 2
Task Analysis – Steps of Task Analysis:
Select jobs to be analyzed
Develop a preliminary list of tasks
Validate or confirm the preliminary list of tasks
Identify the knowledge, skills, or abilities necessary to successfully perform each task

10. Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 3
Person Analysis - Factors Influence Employees’ Performance and Learning:
Person Characteristics
Input
Output
Consequences
Feedback

11. Designing Effective Training Activities
Ensuring Employees’ Readiness for Training
Motivation to Learn
The desire of the trainee to learn the content of a training program
Self Efficacy
The employees’ belief that they can successfully learn the content of a training program

12. Designing Effective Training Activities
Ensuring Employees’ Readiness for Training
Understanding the Benefits or Consequences of Training
Awareness of Training Needs, Career Interests, and Goals
Work Environment Characteristics
Basic Skills

13. Designing Effective Training Activities
Creating A Learning Environment
Learning environment facilitate acquiring knowledge and skills in the training program
Conditions for Learning
Need to know why they should learn
Meaningful training content
Opportunities for practice
feedback
Observe experience, and interact with others
Good program coordination and administration
Commit training content to memory

14. Designing Effective Training Activities
Creating A Learning Environment
Communities of Practice
Groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished

15. Designing Effective Training Activities
Ensuring Transfer of Training
Transfer of Training
The use of knowledge, skills, and behaviors learned in training on the job

16. Designing Effective Training Activities
Ensuring Transfer of Training
Transfer of Training Requirements
Climate for Transfer
Trainees’ perception of characteristics of the work environment (social support and situational constraints) that can either facilitate or inhabit use of trained skills or behavior
Managers Support
The degree to which trainees’ managers emphasize the importance of attending training programs and stress the application of training content to the job.
Action plans
Peer Support (support network)
Trainees who meet to discuss their progress in using learned capabilities on the job

17. Designing Effective Training Activities
Ensuring Transfer of Training
Transfer of Training Requirements
Opportunity to Use Learned Capabilities (opportunity to perform)
Trainee is provided with or actively seeks experience using newly learned knowledge, skills, or behavior
Technological Support
Electronic Performance Support Systems (EPSS)
&
Knowledge Management Systems
Electronic Performance Support Systems (EPSS)
Computer applications that can provide (as requested) skills training, information access, and expert advice
Knowledge Management Systems
Process of enhancing company performance by designing and using tools, systems, and cultures to improve creation, sharing and use of knowledge

18. Designing Effective Training Activities
Ensuring Transfer of Training
Transfer of Training Requirements
Self Management Skills
Employees ability to self manage their use of new skills and behaviors on the job

19. Designing Effective Training Activities
Selecting Training Methods
Presentation Methods
Training methods in which trainees are passive recipients of information
Instructor – Led Classroom Instruction
Trainer lecturing a group
Distance Learning
Used by geographically dispersed companies
Teleconferencing
Synchronous exchange of audio, video, or text between individuals or groups at two or more locations
Webcasting
Classroom instruction provided online via live broadcasts

20. Designing Effective Training Activities
Selecting Training Methods
Presentation Methods
Training methods in which trainees are passive recipients of information
Audiovisual Techniques
Includes overheads, slides, and video
Mobile Technologies
Includes iPods and PDAs

21. Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
On-the-job Training
Peers or managers training new or inexperienced employees who learn the job by observation, understanding, and imitation
Self Directed Learning
A program in which employees take responsibility for all aspects of learning
Apprenticeship
A work study method with both on the job and classroom training
Simulation
A training method that represents a real life situation, allowing trainees to see the outcomes of their decisions in artificial environment

22. Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
Avatars
Computer description of humans that can be used as imaginary coaches, co-workers, and customers in simulations
Virtual Reality
Computer based technology that provides trainees with a three dimensional learning experience
Behavior Modeling
Using role playing to enforce certain models of behavior
Interactive video
Combines the advantages of video and computer based instructions

23. Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
E-Learning
Instruction and delivery of training by computers through the internet or company intranet
Repurposing
Directly translating instructor led training online
Learner Control
Ability of trainees to actively learn through self pacing exercises, links to other materials, and conversation with other trainees and experts
Learning Management System
Technology platform that automates the administration, development, and delivery of a company’s training program

24. Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
Group or Team building Methods
Training techniques that help trainees share ideas and experiences, build group identity, understand the dynamics of interpersonal relationships, and get to know their own strength and weaknesses and those of their co-workers
Adventure Learning
Learning focused on the development teamwork and leadership skills by using structured outdoor activities

25. Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
Team Training
A training method that represents a real life situation, allowing trainees to see the outcomes of their decisions in artificial environment
Cross Training
Team members understand and practice each other’s skills
Coordination Training
Trains the team in how to share information and decisions
Team leader Training
Training the team manager or facilitator

26. Designing Effective Training Activities
Selecting Training Methods
Hands-on Methods
Training methods that actively involve the trainee in learning
Action Learning
Teams work on an actual business problem, commit to an action plan, and are accountable for carrying out the plan
Six Sigma Training
An action training program that provides employees with defect reducing tools to cut costs and certifies employees as green belts, champions, or black belts

27. Designing Effective Training Activities
Which Training Method to Select?
Type of learning outcome
Transfer of training
effectiveness
Time needed
Number of trainees
Cost

28. Designing Effective Training Activities
Evaluating Training Programs
Training Outcomes
A way to evaluate the effectiveness of a training program based on cognitive, skills based, affective, and results outcomes
Reasons for Evaluating Training
Strengths &Weaknesses – Design contribution to learning – Trainees benefited – Level of satisfaction – Financial benefits & costs – ROI – Cost comparison with other programs

29. Designing Effective Training Activities
Evaluating Training Programs
Evaluation Design
Pretest/Posttest with Comparison Group
Posttest only with comparison Group
Pretest / Posttest
Posttest Only
Time Series

30. Designing Effective Training Activities
Evaluating Training Programs
Determining Return on Investment
Cost Benefit Analysis
the process of determining the economic benefits of a training program using accounting methods
Determining Costs
Determining Benefits
Making the Analysis

31. Designing Effective Training Activities
Evaluating Training Programs
Training Effects to be Measured
1- Reaction
Effectiveness
2- Learning
3- Behavior
Cost Effectiveness
4- Results

32. Selection Methods Standards
Validity
The extant to which a performance measure all the relevant –and only the relevant- aspects of job performance
Criterion Related Validation
Content Validation

33. Selection Methods Standards
Validity
Criterion Related Validation
A method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job performance scores
Predictive Validation
Concurrent Validation
Acieration related validity study that seeks to establish an empirical relationship between applicants’ test scores and their eventual performance on the job
Acieration related validity study in which a test is administered to all the people currently in a job and then incumbents’ scores are correlated with existing measures of their performance on the job

34. Selection Methods Standards
Validity
Content Validation
A test validation strategy performed by demonstrating that the items, questions, or problems posed y a test are a representative sample of the kinds of situations or problems that occur on the job

35. Selection Methods Standards
Generalization
The degree to which the validity of a selection method established in one context extends to other contents
Utility
The degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in real organization

36. Selection Methods Standards
Legality
The degree to which the selection methods confirm to existing laws and legal precedents

37. Types of Selection Methods
Interviews
A dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment
Advantages
Disadvantages
Situational Interview

38. Types of Selection Methods
References, Biographical Data, and Applications Blanks
Advantages
Disadvantages

39. Types of Selection Methods
Physical Ability Tests
Advantages
Disadvantages

40. Types of Selection Methods
Cognitive Ability Tests
Verbal Comprehension
Quantitative Ability
Reasoning Ability
Advantages
Disadvantages

41. Types of Selection Methods
Personality Inventories
Advantages
Disadvantages

42. Types of Selection Methods
Work Samples
Advantages
Disadvantages

43. Types of Selection Methods
Honesty Tests and Drug Tests
Advantages
Disadvantages