training, learning, talent management and development
TRANSCRIPT
TRAINING, LEARNING,
TALENT MANAGEMENT
AND DEVELOPMENT
TRAINING
It is the systematic development of the
knowledge, skills & attitudes required by an
individual to perform adequately a given
task.
It speeds up the process of Socialization
process of employees.
SOCIALIZATION
Refers to all the passages employees
undergo.
In simple terms, it is the process of
adaptation.
This involves the feelings or emotions
experienced on the first day of the job.
Organizations can assist in the adjustment
process if a few matters are understood.
SOCIALIZATION
ASSUMPTIONS OF EMPLOYEE
SOCIALIZATION
1. Socialization strongly influences employee
performance and organizational stability.
2. New members suffer from anxiety.
3. Socialization does not occur in a vacuum
4. Individuals adjust to new situations in
remarkably similar ways.
SOCIALIZATION
The Socialization Process
PREARRIVAL ENCOUNTER METAMORPHOSIS
PRODUCTIVITY
COMMITMENT
TURNOVER
OUTCOMES
TRAINING
Should be a learning experience
Should seek a relatively permanent change
in employees that improves their job
performance.
It involves changing skills, knowledge,
attitudes, or behavior.
TRAINING
Reasons for:
1. Boost employee morale assist in the
most efficient performance of the job.
2. Ensure continuity of a candidate for a
higher post.
3. Assist the general efficiency of the
business.
4. Ensure that standards are used by
trainees.
TRAINING AND DEVELOPMENT
TRAINING DEVELOPMENT
• Present-day oriented • generally focuses on future
jobs in the organization
• Focuses on individual’s
current jobs
• being groomed for
positions of greater
responsibility
• enhances specific skills
and abilities to immediately
perform their jobs.
• prepares employees for
promotion
• designed to make an
employee more effective in
his current job
•
TRAINING
AIMS TO:
1. To shorten the learning time so that new
employees become as efficient as quick
and economical as possible.
2. To improve the performance of current
employees.
3. To assist employees to develop their
potential so that the needs of the
organization can be met from within.
TRAINING PROCESS
Feed
back
Training
Evaluation
Identification of knowledge and
skills required.
Identification of present levels of
knowledge and skills
Identification of training needs
Preparation of training plan or
programme
Implement the training
programme
TRAINING NEEDS ASSESSMENT
The identifying of performance requirements and
the knowledge, skills, and abilities needed by an
agency's workforce to achieve the requirements.
The process of identifying the "gap" between
performance required and current performance.
It explores the causes and reasons for the gap
and methods for closing or eliminating the gap.
It also considers the consequences for ignoring
the gaps.
THREE LEVELS OF TRAINING NEEDS
ASSESSMENT
1) Organizational assessment
It evaluates the level of organizational performance.
This will determine what skills, knowledge, and
abilities an agency needs.
It determines what is required to alleviate the
problems and weaknesses of the agency as well as
to enhance strengths and competencies.
It takes into consideration various additional factors,
including changing demographics, political trends,
technology, and the economy.
THREE LEVELS OF TRAINING NEEDS
ASSESSMENT
2) Occupational assessment
It examines the skills, knowledge, and abilities
required for affected occupational groups.
It identifies how and which occupational
discrepancies or gaps exist, potentially introduced
by the new direction of an agency.
It examines new ways to do work that can eliminate
the discrepancies or gaps.
THREE LEVELS OF TRAINING NEEDS
ASSESSMENT
3) Individual assessment
It analyzes how well an individual employee is
doing a job and determines the individual's
capacity to do new or different work.
It provides information on which employees need
training and what kind.
TRAINING NEEDS ASSESSMENT
MODEL
TRAINING PROCESS
Feed
back
Training
Evaluation
Identification of knowledge and
skills required.
Identification of present levels of
knowledge and skills
Identification of training needs
Preparation of training plan or
programme
Implement the training
programme
CHALLENGES TO
THE TRAINING PROCESS
1. Time Constraints
2. The uniqueness of each employee
3. Overwhelming employees with too
much information
4. Monetary and Non-monetary
resources
LEARNING
the act of acquiring new, or modifying
and reinforcing,
existing knowledge, behaviors, skills, va
lues, or preferences and may involve
synthesizing different types
of information.
THE LEARNING THEORY
suggests that we learn best under
pleasant environment.
The Law of Effect.
external consequences tend to
determine behavior
This concept places a greater
responsibility on the shoulders of the
supervisor/manager.
THE LEARNING THEORY
REINFORCEMENT
a behavior modification process which
emphasizes more on the use of
rewards and other alternative
consequences to sustain job
behavior.
REINFORCEMENT
Four ways of Reinforcement
1. Positive Reinforcement
When a response is followed by
something pleasant, it is called positive
reinforcement.
provides a favorable consequence that
encourages repetition of a behavior.
REINFORCEMENT
Four ways of Reinforcement
2. Negative Reinforcement
When a response is followed by the
termination or withdrawal of something
unpleasant
It is the removal of something
undesirable in the situation.
Occurs when behavior is accompanied
by removal of an unfavorable
consequence.
REINFORCEMENT Four ways of Reinforcement
3. Punishment the administration of an unfavorable
consequence that discourages a certain behavior to reoccur again.
It is causing an unpleasant condition in an attempt to eliminate an undesirable behavior.
It is anything which weakens behavior and to decrease its subsequent frequency.
It is also a withdrawal of a desirable consequence in the individual’s situation before the undesirable behavior occurs.
REINFORCEMENT
Four ways of Reinforcement
3. Extinction
the withdrawal of a desirable/pleasant
consequence that is contingent upon the
individual’s behavior.
it is the withholding of significant positive
consequences that were previously provided
for a desirable behavior.
GUIDELINES FOR APPLYING
BEHAVIOR MODIFICATION 1. Identify exact behavior to be modified.
2. Apply positive reinforcements as far as possible.
3. Apply punishment only in unusual circumstances/cases and for specific behavior.
4. Ignore minor undesirable behavior to allow its extinction.
5. Use shaping procedures (Reinforcements Schedules) to develop correct complex behavior.
6. Minimize the time between the correct response and reinforcement.
7. Apply variable ratio reinforcement schedules where possible.
8. Provide reinforcement relatively frequently
DESIGNING TRAINING METHODS
Common Training Methods
Off the Job training Methods
1. Lecture
2. Case Studies
3. Role Playing
4. Group Exercises
On the Job Training Methods
1. Demonstration
2. Job Rotation
3. Coaching or Tutorial
DESIGNING TRAINING METHODS
Developing a Training Program
1. Identify goals.
2. Acquire training resources.
3. Create a schedule.
4. Find a trainer.
5. Communicate effectively.
6. Track progress.
7. Encourage feedback.
DELIVERING TRAINING
1. Establish Ground Rules
Set out the deliverables at the start so
participants understand what is expected.
2. Master your material
Keep your slides brief, preferably rich in
images and thin on words.
3. Have back-up plans when technical
problems persist.
You need to be able to continue your training
when all around you is falling apart
DELIVERING TRAINING
4. Know the room layout
Try to surround yourself with participants to encourage interactivity
5. Have materials ready for use or let the participants bring their own
Ensure you have all the basic tools for interactive group exercises
6. Refreshments
Be available to chat during the refreshment breaks - you may pick up important information that you may be able to use in the sessions
DELIVERING TRAINING
7. Be well organized
Set out course objectives at the start so
participants know what to expect and what is
expected from them
8. Keep participants active
Add group exercises to all sessions - training
should not be about you talking at people
9. Know and Understand your audience
Identify the enthusiasts, vacationers and
prisoners as early as possible
DELIVERING TRAINING
9. Know and Understand your audience
Types of audience (beginning of training)
1. Enthusiasts
those who are genuinely interested in the
topic being covered and will have made a
special effort to attend.
They will be the ones who could be great
assets and contribute to the success of
the event.
DELIVERING TRAINING
9. Know and Understand your audience
Types of audience
2. Vacationers (beginning of training)
those who are there because it is a
chance to have a day off work.
Their attitude will be one of contributing
the least amount of effort possible.
They will be polite, usually quiet although
appearing attentive, contribute little and
ask few questions
DELIVERING TRAINING9. Know and Understand your audience
Types of audience
3. Prisoners (beginning of training)
They have been sent by their line
manager to make up the numbers.
They have no desire to attend your
session and will be determined not to
contribute.
They will typically be texting friends, the
first to stand up when a break is called,
the last to arrive in the morning and the
first to leave in the evening.
DELIVERING TRAINING9. Know and Understand your audience
Aim to win over the vacationers and the prisoners and to involve the enthusiasts fully. It’s a delicate balancing act. Your aim, by lunchtime on day one, is to have everyone fully engaged and enthusiastic about the training.
You will also need to acknowledge the following: (as the training progresses)
activists (those who like to do)
reflectors (those who like to review)
theorists (those who like to think things through and reach a conclusion)
pragmatists (those who like to plan).
DELIVERING TRAINING
10. Have a strategy for dealing with disruptive behavior
Shouting does not work, neither does ignoring it.
11. Never Plagiarize
It is safest to use original material that you have created.
12. Have Take-Away Materials
Participants like to take material away with them to work on in their own time
DELIVERING TRAINING
13. Feedback
14. Thank the Group
Without the participants you wouldn't
have a job, so be sure to thank them
at the end.
ASSESSING TRAINING
Donald Kirkpatrick’s Model in Evaluating Training Programs
ASSESSING TRAINING
DEVELOPING A COMPETITIVE
ADVANTAGE THROUGH TRAINING
FIVE STEPS TO
EFFECTIVE TRAINING
1• Identify the Problem / Opportunity
2• Target the Training
3• Timing is Everything
4• Reinforce the Learning
5• Facilitate Growth
TALENT MANAGEMENT
AND DEVELOPMENT
TALENT MANAGEMENT
AND DEVELOPMENT
TALENT MANAGEMENT
AND DEVELOPMENT
REFERENCES
www.cipd.co.uk: Talent management: an overview -Factsheets – CIPD
www.humanresources.about.com: What Is Talent Management - Really?
www.forbes.com: How Corporate Learning Drives Competitive Advantage
learnnovators.com: Kirkpatrick's Four Levels of Evaluation | Learnnovators
www.mediahelpingmedia.org: Basic rules for delivering training
www.bizmove.com: Employee Training and Development Process | Training Methods for Employees
REFERENCES www.trainingindustry.com: Training Process
Framework | Training Industry
www.trainingimpulse.com: The Training Process |
Training Impulse
www.learndash.com: 5-Steps for Creating Effective
Employee Training | LearnDash
www.hrdailyadvisor.blr.com: 5 Steps to Effective
Training | HR Daily Advisor
www.companyofexperts.net: Company of Experts »
Blog Archive » Employee Training Leads to
Competitive Advantage
www.mediahelpingmedia.org: Basic rules for
delivering training
REFERENCES www.coursehero.com: Chapter 7 Training,
Learning,Talent Management and Development Notes
– Chapter
Decenzo and Robbins. 2005. Fundamentals of human
Resource Management Eighth Edition. John Wiley
and Sons Inc.