Manoj Mathew, RSOMTrainingThe process of providing employees with specific skills or helping them correct deficiencies in their performance.

Manoj Mathew, RSOM

Manoj Mathew, RSOMDevelopmentAn effort to provide employees with the abilities the organization will need in the future.

Manoj Mathew, RSOM

Manoj Mathew, RSOMTraining versus DevelopmentFocusScopeTime FrameGoalTrainingDevelopmentCurrent jobIndividual employeesImmediateFix current skill deficitCurrent and future jobsWork group organizationLong termPrepare for future work demands

Manoj Mathew, RSOM

Manoj Mathew, RSOMManagement DevelopmentManagement Development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills. The management development process consists of (1) assessing the companys strategic needs (2) appraising the managers current performance and (3) developing the managers.

Manoj Mathew, RSOM

Manoj Mathew, RSOMLinking Business and Training Strategies

Manoj Mathew, RSOM

Manoj Mathew, RSOMThe Systems Approach to Training and DevelopmentFour PhasesNeeds assessmentProgram designImplementationEvaluation

Manoj Mathew, RSOM

Manoj Mathew, RSOMSystems Model of TrainingPhase 1:Needs Assessment ________________ Organization analysis Task analysis Person analysisPhase 2:Design ________________ Instructional objectives Trainee readiness Learning principlesPhase 3:Implementation________________ On-the-job methods Off-the-job methods Management developmentPhase 4:Evaluation________________ Reactions Learning Behavior transfer Results

Manoj Mathew, RSOM

Manoj Mathew, RSOMNeeds Assessment for TrainingCompetency assessmentAnalysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs. ORGANIZATIONAL ANALYSIS TASK ANALYSIS PERSON ANALYSISof environment, strategies, and resources to determine where to emphasize trainingof the activities to be performed in order to determine the KSAs needed.of performance, knowledge, and skills in order to determine who needs training.

Manoj Mathew, RSOM

Manoj Mathew, RSOMSources of Training Needs Assessment

Manoj Mathew, RSOM

Manoj Mathew, RSOMEstablishing Training ObjectivesGap AnalysisThe distance between where an organization is with its employee capabilities and where it needs to be.Types of Training ObjectivesKnowledge: Impart cognitive information and details to trainees.Skill: Develop behavior changes in how job and tasks are performed.Attitude: Create interest and awareness of the training importance.

Manoj Mathew, RSOM

Manoj Mathew, RSOMBalancing Costs and Benefits of Training

Manoj Mathew, RSOM

Elements of Training Design

Learning: The Focus of TrainingLearner ReadinessAbility to learnLearners must possess basic skills Motivation to learnLearners must desire and value trainingSelf-efficacyLearners must believe that they can successfully learn the training content

Learning StylesHave the need to know why they are learning something.Have a need to be self-directed.Bring more work-related experiences into the process.Employ a problem-solving approach in the experience.Are motivated by both extrinsic and intrinsic factors. Adult learning principles

Manoj Mathew, RSOMDonald Kirkpatrick's four levels of training evaluation

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Manoj Mathew, RSOMLevels of Training Evaluation

Manoj Mathew, RSOM

Manoj Mathew, RSOM

levelevaluation type (what is measured)evaluation description and characteristicsexamples of evaluation tools and methodsrelevance and practicability1Reactionreaction evaluation is how the delegates felt about the training or learning experience eg., 'happy sheets', feedback forms also verbal reaction, post-training surveys or questionnaires quick and very easy to obtain not expensive to gather or to analyse 2Learninglearning evaluation is the measurement of the increase in knowledge - before and after typically assessments or tests before and after the training interview or observation can also be used relatively simple to set up; clear-cut for quantifiable skills less easy for complex learning

Manoj Mathew, RSOM

Manoj Mathew, RSOM

3Behaviourbehaviour evaluation is the extent of applied learning back on the job - implementation observation and interview over time are required to assess change, relevance of change, and sustainability of change measurement of behaviour change typically requires cooperation and skill of line-managers 4Resultsresults evaluation is the effect on the business or environment by the trainee measures are already in place via normal management systems and reporting - the challenge is to relate to the trainee individually not difficult; unlike whole organisation process must attributing clear accountabilities

Manoj Mathew, RSOM

Manoj Mathew, RSOMChallenges in TrainingIs training the solution to the problem?Are the goals of training clear and realistic?Is training a good investment?Will the training work?

Manoj Mathew, RSOM

Manoj Mathew, RSOMTraining Methods for Nonmanagerial EmployeesOn-the-Job Training (OJT)Apprenticeship TrainingCooperative Training, Internships, and Governmental TrainingClassroom InstructionProgrammed InstructionAudiovisual MethodsComputer-based Training and E-LearningSimulation

Manoj Mathew, RSOM

Manoj Mathew, RSOMTraining Methods for Nonmanagerial Employees (contd)On-the-job training (OJT)Method by which employees are given hands-on experience with instructions from their supervisor or other trainer.Apprenticeship trainingSystem of training in which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work.

Manoj Mathew, RSOM

Manoj Mathew, RSOMTraining Methods for Nonmanagerial Employees (contd)Cooperative TrainingTraining program that combines practical on-the-job experience with formal educational classes.Internship ProgramsPrograms jointly sponsored by colleges, universities, and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work organizations.

Manoj Mathew, RSOM

Manoj Mathew, RSOMTraining Methods for Nonmanagerial Employees (contd)Vestibule TrainingA special type of classroom facility is used to give instruction in the operation of equipment like that found in operating departmentsThe emphasis is on instruction rather than production.

Manoj Mathew, RSOM

Manoj Mathew, RSOMTraining Methods for Nonmanagerial Employees (contd)Computer-assisted Instruction (CAI)A system that delivers instructional materials directly through a computer terminal in an interactive format.Computer-managed Instruction (CMI)A system normally employed in conjunction with CAI that uses a computer to generate and score tests and to determine the level of training proficiency.

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Manoj Mathew, RSOMTraining Methods for Management DevelopmentOn-the-Job ExperiencesSeminars and ConferencesCase StudiesManagement GamesRole PlayingBehavior Modeling

Manoj Mathew, RSOM

Manoj Mathew, RSOMOn-the-Job ExperiencesCoachingUnderstudy AssignmentJob RotationLateral TransferSpecial ProjectsAction LearningStaff MeetingsPlanned Career Progressions

Manoj Mathew, RSOM

Manoj Mathew, RSOMCase StudiesThe use of case studies is most appropriate when:Analytic, problem-solving, and critical thinking skills are most important. The KSAs are complex and participants need time to master them.Active participation is desired.The process of learning (questioning, interpreting, and so on) is as important as the content.Team problem solving and interaction are possible.

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Manoj Mathew, RSOMRole PlayingSuccessful role play requires that instructors: Ensure that group members are comfortable with each other.Select and prepare the role players by introducing a specific situation.To help participants prepare, ask them to describe potential characters.Realize that volunteers make better role players.

Manoj Mathew, RSOM

Manoj Mathew, RSOMRole Playing (contd)Successful role play requires that instructors: Prepare the observers by giving them specific tasks (such as evaluation or feedback).Guide the role-play enactment through its bumps (since it is not scripted).Keep it short.Discuss the enactment and prepare bulleted points of what was learned.

Manoj Mathew, RSOM

Manoj Mathew, RSOMBehavior ModelingBehavior ModelingAn approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback.Involves four basic components:Learning pointsModelPractice and role playFeedback and reinforcement

Manoj Mathew, RSOM

Step 1Conduct trainingneeds analysisReview available training methodsImplement training programMeasure trainingresultsDevelop trainingobjectivesDesign/selecttraining methodsDesign trainingevaluation approachStep 2Step 3Step 4Step 5Step 6Step 7Adapted from T. C. Parker, Statistical Methods for Measuring Training Results, in Training and Development Handbook, 2nd ed., ed. R. L. Craig (New York: McGraw-Hill,1976). Copyright 1976. Used by permission.Training Model

*This graphic summarizes the differences between training and development. The scope of training is on individual employees, whereas the scope of development is on the entire work group or organization. Training is job-specific and addresses particular performance deficits or problems. In contrast, development is concerned with the work forces skills and versatility.***This graphic lists four essential questions that managers must answer when considering a training process. Training is expensive and time consuming. It is important that managers are convinced that training will address the problem effectively, and that there are clear goals for the training.