1. 1 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. CHAPTER 12 Training and Development Connie Schott, MBA, SPHR Christy Harris Lemak, PhD

2. 2 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training and Development Training – Addresses the skills that an employee needs in his or her current position Development – Adding new skills or experiences – Promotional opportunity or a different career path

3. 3 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training and Development Five major categories 1.Orientation and new employee training 2.Job-specific training 3.In-service training programs 4.Outside continuing education 5.Career development

4. 4 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Improving Performance Build skills of teams and individuals Understand strengths and weaknesses of training-based solutions KSAOs Different training for different needs Training not always most effective way to address a performance need

5. 5 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Improving Performance Training is ideal for the employee who has demonstrated a lack of task-related skill Standard training on a very specific skill New employee training – Classroom training – On-the-job teaching Development increases engagement

6. 6 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Improving Performance Is training always the best approach? – Depends on the situation – Some skills can not be taught – Employee needs natural ability Training strategies – Classroom – Mentoring and performance consulting

7. 7 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training and Organizational Change Respond quickly to environmental changes Quality in patient care settings Methodologies of manufacturing assembly Focus on processes rather than individual performance Failure mode effects analysis

8. 8 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Design Instructional system design (ISD) – Framework for designing and implementing effective training programs – Comprehensive training needs assessment – Training objectives and strategies – Training evaluation is conducted

9. 9 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Design

10. 10 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Needs Assessment Diagnostic process Organization identifies performance gaps Whether and how training can be used Assessment occurs at the organization, department, and individual levels

11. 11 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Assessment Organizational level – Discussed during strategic planning – Planetree Model – Studer Group BEST Approach – HR key indicators – Outside requirements

12. 12 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Assessment Department and work-unit level – Annual employee evaluation process – Departments identify KSAOs – Identify training opportunities – Identify performance gaps

13. 13 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Assessment Individual level – Individual training plan – Updated annually – Rewards – Work together – Motivation

14. 14 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Methods and Approaches Match training needs, objectives, methods, and materials Each type of training has unique goals and specific objectives

15. 15 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Evaluation Evaluations usually not done well Limited resources, lack of leadership Four levels 1. Reaction 2. Learning 3. Behavior 4. Results

16. 16 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Evaluation

17. 17 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training ROI Rarely done Effects of training must be isolated Gather data before training begins Convert effects into monetary values Estimate cost of training program Difficult

18. 18 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Motivation and Transfer Training motivation – “Direction, intensity, and persistence of learning- directed behavior in training contexts” Predictors of training motivation and outcomes – Attributes of the person, the job, their confidence, and the situation

19. 19 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training and Development Challenges in Health Care Scheduling Ensuring full participation by trainees Support in the workplace Overcoming resistance

20. 20 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Leadership and Training and Development Leadership support Enhanced learning Improved training transfer Organizational priority Continue their own training and development Managers of all levels