1. Training 2 MANA 3320 Dr. Jeanne Michalski

2. Phase 3: Implementing the Training Program Importance of training outcomes Type of trainees Choosing the instructional method Nature of training Organizational extent of training

3. Training Delivery Classroom instruction Classroom instruction By far the most common means of instruction By far the most common means of instruction Videotapes Videotapes On-the-job training On-the-job training Formal – job shadowing / apprenticeships Formal – job shadowing / apprenticeships Informal – job rotation Informal – job rotation CBT – Computer-Based Training CBT – Computer-Based Training Technical skills Technical skills Business simulation Business simulation EPSS – Electronic Performance Support – Job Aid EPSS – Electronic Performance Support – Job Aid Simulations Simulations

4. Topics of Training Programs Technical Training Technical Training Customer Service Customer Service Sales/Negotiation Sales/Negotiation Leadership Leadership Professional Skills Professional Skills Business Writing Business Writing Time Management Time Management Company Processes Company Processes Performance Appraisal Performance Appraisal Systems Systems … and many more … and many more

5. Training Methods for Nonmanagerial Employees On-the-Job Training (OJT) On-the-Job Training (OJT) Apprenticeship Training Apprenticeship Training Cooperative Training, Internships, and Governmental Training Cooperative Training, Internships, and Governmental Training Classroom Instruction Classroom Instruction Programmed Instruction Programmed Instruction Audiovisual Methods Audiovisual Methods Computer-based Training and E-Learning Computer-based Training and E-Learning Simulation Method Simulation Method

6. Training Methods for Nonmanagerial Employees On-the-job training (OJT) On-the-job training (OJT) Method by which employees are given hands-on experience with instructions from their supervisor or other trainer. Method by which employees are given hands-on experience with instructions from their supervisor or other trainer. Drawbacks Drawbacks The lack of a well-structured training environment The lack of a well-structured training environment Poor training skills of managers Poor training skills of managers The absence of well-defined job performance criteria The absence of well-defined job performance criteria

7. On-the-Job Training Overcoming OJT training problems Overcoming OJT training problems 1. Develop realistic goals and/or measures for each OJT area. 2. Plan a specific training schedule for each trainee, including set periods for evaluation and feedback. 3. Help managers establish a nonthreatening atmosphere conducive to learning. 4. Conduct periodic evaluations, after training is completed, to prevent regression.

8. Delivery Method of Training

9. Training Methods for Employees E-Learning E-Learning Learning that takes place via such web and computer-based training (CBT) Learning that takes place via such web and computer-based training (CBT) Allows the firm to bring the training to employees Allows the firm to bring the training to employees Allows employees to customize their own learning in their own time and space (just-in-time learning) Allows employees to customize their own learning in their own time and space (just-in-time learning) Provides continuously updated training materials Provides continuously updated training materials

10. Electronic Training Methods for Employees Learning Management Systems (LMS) Learning Management Systems (LMS) are “virtual learning environments” are “virtual learning environments” Can assess the skills of employees Can assess the skills of employees Can register them for courses Can register them for courses Can deliver interactive learning modules directly to their desktops when they need or want them Can deliver interactive learning modules directly to their desktops when they need or want them Can evaluate and track their progress, and determine when they are ready to be promoted Can evaluate and track their progress, and determine when they are ready to be promoted

11. Training Methods for Nonmanagerial Employees Simulation Simulation The simulation method emphasizes realism in equipment and its operation at minimum cost and maximum safety. The simulation method emphasizes realism in equipment and its operation at minimum cost and maximum safety. Used when it is either impractical or unwise to train employees on the actual equipment used on the job. Used when it is either impractical or unwise to train employees on the actual equipment used on the job. For example: One of the more common ways to train pilots

12. Methods for Management Development On-the-Job Experiences On-the-Job Experiences Seminars and Conferences Seminars and Conferences Case Studies Case Studies Management Games Management Games Role Playing Role Playing Behavior Modeling Behavior Modeling

13. On-the-Job Experiences Coaching Coaching Understudy Assignment Understudy Assignment Job Rotation Job Rotation Lateral Transfer Lateral Transfer Special Projects Special Projects Action Learning Action Learning Staff Meetings Staff Meetings Planned Career Progressions Planned Career Progressions

14. Case Studies The use of case studies is most appropriate when: The use of case studies is most appropriate when: 1. Analytic, problem-solving, and critical thinking skills are most important. 2. The KSAs are complex and participants need time to master them. 3. Active participation is desired. 4. The process of learning (questioning, interpreting, and so on) is as important as the content. 5. Team problem solving and interaction are possible.

15. Behavior Modeling Behavior Modeling Behavior Modeling An approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback. An approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback. Involves four basic components: Involves four basic components: Learning points Learning points Model Model Practice and role play Practice and role play Feedback and reinforcement Feedback and reinforcement

16. Corporate University Over 1000 companies have corporate universities. Over 1000 companies have corporate universities. GE’s Crotonville GE’s Crotonville Hamburger University Hamburger University Vary from traditional training programs to offering all types of degrees. Vary from traditional training programs to offering all types of degrees. Combination of designed instruction and partnering with universities. Combination of designed instruction and partnering with universities.

17. Phase 4: Evaluating the Training Program Level 1 – did they enjoy the training Level 1 – did they enjoy the training “Smile sheets” “Smile sheets” Level 2 – did they learn anything Level 2 – did they learn anything Pre and post tests Pre and post tests Follow-up evaluations Follow-up evaluations Level 3 – did they transfer new skills to the job Level 3 – did they transfer new skills to the job Depends on the work environment Depends on the work environment Needs support of boss and co-workers Needs support of boss and co-workers Level 4 – did the training impact the business Level 4 – did the training impact the business Detailed ROI study Detailed ROI study Seldom straightforward Seldom straightforward

18. Level 1: Reactions Participant Reactions Participant Reactions The simplest and most common approach to training evaluation is assessing trainees. The simplest and most common approach to training evaluation is assessing trainees. Potential questions might include the following: Potential questions might include the following: What were your learning goals for this program? What were your learning goals for this program? Did you achieve them? Did you achieve them? Did you like this program? Did you like this program? Would you recommend it to others who have similar learning goals? Would you recommend it to others who have similar learning goals? What suggestions do you have for improving the program? What suggestions do you have for improving the program? Should the organization continue to offer it? Should the organization continue to offer it?

19. Level 2: Learning Checking to see whether they actually learned anything. Checking to see whether they actually learned anything. Testing knowledge and skills before beginning a training program gives a baseline standard on trainees that can be measured again after training to determine improvement. Testing knowledge and skills before beginning a training program gives a baseline standard on trainees that can be measured again after training to determine improvement. However, in addition to testing trainees, test employees who did not attend the training to estimate the differential effect of the training. However, in addition to testing trainees, test employees who did not attend the training to estimate the differential effect of the training.

20. Level 3: Behavior Transfer of Training Transfer of Training Effective application of principles learned to what is required on the job. Effective application of principles learned to what is required on the job. Maximizing the Transfer of Training Maximizing the Transfer of Training 1. Feature identical elements 2. Focus on general principles 3. Establish a climate for transfer. 4. Give employees transfer strategies

21. Level 4: Results, or Return on Investment (ROI) Measuring the Utility of Training Programs Measuring the Utility of Training Programs Calculating the benefits derived from training: Calculating the benefits derived from training: How much did quality improve because of the training program? How much did quality improve because of the training program? How much has it contributed to profits? How much has it contributed to profits? What reduction in turnover and wasted materials did the company get after training? What reduction in turnover and wasted materials did the company get after training? How much has productivity increased and by how much have costs been reduced? How much has productivity increased and by how much have costs been reduced?

22. Level 4: Results or Return on Investment (ROI) Return on Investment Return on Investment Viewing training in terms of the extent to which it provides knowledge and skills that create a competitive advantage and a culture that is ready for continuous change. Viewing training in terms of the extent to which it provides knowledge and skills that create a competitive advantage and a culture that is ready for continuous change. ROI = Results/Training Costs ROI = Results/Training Costs If the ROI ratio is >1, the benefits of the training exceed the cost of the program If the ROI ratio is >1, the benefits of the training exceed the cost of the program If the ROI ratio is <1, the costs of the training exceed the benefits. If the ROI ratio is <1, the costs of the training exceed the benefits.

23. Calculating Training ROI: Examples If the ROI ratio is >1, the benefits of the training exceed the cost of the program, and if the ratio is <1, the costs of the training program outweigh the benefits. Example 1: A program to train new machine operators costs $15,000 to develop and implement. After completing the training program, the average number of parts produced each year increased by 3,000, and the profit on each new part is $10, producing a net result of $30,000. ROI = $30,000/$15,000 = 2 Example 2: A safety program costs the company $25,000 to develop and implement. One year later, there had been a small decrease in accidents, saving the company a total of $10,000. ROI = $10,000/$25,000 = 0.4 In Example 1, the program resulted in a ROI of 2, indicating that the benefits of the program outweigh its cost. However, in Example 2, the ROI was only 0.4, indicating that the costs of the program outweigh the benefits.

24. ROI Impact Study Program Title: Preventing Sexual Harassment at Healthcare, Inc. Target Audience: All employees through group meetings (6,844) Fully-loaded Program Costs: $277,987 Level 1: Overall Rating 4.11 out of 5 Level 2: 65% Increase in post-test versus pre-test Skill practice demonstration Level 3:96% conducted meetings 4.1 out of 5 on behavior change survey 68% complete all action items 92% complete some Level 4:Turnover reduction $2,840,632 Complaint reduction $360,276 Total improvement $3,200,908 / Program Cost $277,987 ROI 1,051%