Training Beginning

8/10/2019 Training Beginning

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Training- a planned effort by a

company to facilitate employees learningof job-related competencies.

Competencies include knowledge, skills orbehavior critical for successful job

performance.The goal of training is for employees to

master the competencies and apply themto their day-to-day activities.

What is Training?

Chapter 1


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What is Training? (cont.)

To use training to gain a competitive

advantage, a company should viewtraining broadly as a way to createintellectual capital.

Intellectual capital includes basic skills

advanced skills an understanding of thecustomer or manufacturing system, andself-motivated creativity.


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High-leverage trainingIs linked to strategic business goals and

objectives.

Uses an instructional design process to ensurethat training is effective.

Compares or benchmarks the company's

training programs against training programsin other companies.

Creates working conditions that encouragecontinuous learning.



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Managers take an active role in:

Identifying training needs.

Ensuring that employees use training in theirwork.

Facilitating the sharing of knowledge, by

using informational maps.



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Today, training is being evaluated on how

training addresses business needs relatedto learning, behavior change, andperformance improvement.



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There is a greater emphasis on:Providing educational opportunities for all

employees.

Performance improvement as an ongoingprocess than a one-time training event.

Demonstrating to executives, managers, and

trainees the benefits of training.Learning as a lifelong event.

Training being used to help attain strategicbusiness objectives.



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Designing Effective Training

Training design processA systematic approach for developing training

programs.

Is based on the principles of InstructionalSystem Design (ISD).

Is sometimes referred to as the ADDIE model

because it includes analysis, design,development, implementation, andevaluation.

Should be systematic yet flexible enough toadapt to business needs.


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Figure 1.1 - Training Design

Process


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(cont.)

Regardless of the specific ISD approachused, all the steps share the following

assumptions:Training design is effective only if it helps

employees reach their training objectives.Measurable learning objectives should be

identified before the training program begins.Evaluation plays an important part in planning

and choosing a training method, monitoringthe training program, and suggesting changesto the training design process.


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(cont.)

Flaws of the ISD model:

In organizations, the training design processrarely follows the step by-step approach ofthe activities.

Organizations require trainers to providedetailed documents of each activity found inthe model; this adds time and cost todeveloping a training program.

It implies an end point: evaluation.


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Table 1.1 - Forces Influencing

Working and Learning


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Economic cycles

Provide an opportunity for companies to takea closer look at training and development toidentify those activities that are critical forsupporting the business strategy as well as

those mandated by law.

Forces Influencing Working and

Learning


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Globalization

Provide training and developmentopportunities for global employees.

Provide cross-cultural training to prepareemployees and their families to understandthe culture and norms of the country to whichthey are being relocated and assists in theirreturn to their home country after theassignment.


Learning (cont.)


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Table 1.2 - Examples of

Intangible Assets


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The value of intangible assets and human

capital has the following implication:Focus on knowledge worker - employees

who contribute to the company not throughmanual labor but through what they know,perhaps about customers or a specializedbody of knowledge.


Learning (cont.)


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capital has the following implication:Employee engagement - the degree to

which employees are fully involved in theirwork and the strength of their commitment totheir job and the company.

Companies measure employees' engagementlevels with attitude or opinion surveys.


Learning (cont.)


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capital has the following implication:Change - the adoption of a new idea or

behavior by a company.

Learning organization - embraces a culture

of lifelong learning, enabling all employees tocontinually acquire and share knowledge.


Learning (cont.)


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Table 1.3 - How Managing Cultural Diversity

can Provide Competitive Advantage


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Talent management - attracting,retaining, developing, and motivatinghighly skilled employees and managers.

It is becoming increasingly moreimportant because of:occupational and job changes.

retirement of baby boomers.

skill requirements.

the need to develop leadership skills.


Learning (cont.)


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Customer service and quality emphasis

Total Quality Management (TQM) - acompanywide effort to continuously improvethe ways people, machines, and systemsaccomplish work.


Learning (cont.)


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Core values of TQM

Methods and processes are designed to meetthe needs of internal and external customers.

Every employee in the company receivestraining in quality, which is designed into aproduct or service to prevent errors fromoccurring rather than being detected andcorrected.


Learning (cont.)


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Core values of TQM

The company promotes cooperation withvendors, suppliers, and customers to improvequality and hold down costs.

Managers measure progress with feedbackbased on data.


Learning (cont.)


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Customer service and quality emphasisThe Malcolm Baldrige National Quality

Award , created by public law, is the highestlevel of national recognition for quality that aU.S. company can receive.

The ISO 9000 is a family of standards that

include requirements for dealing with how toestablish quality standards and how todocument work processes to help companiesunderstand quality system requirements.


Learning (cont.)


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Table 1.5 - Categories and Point Value for theMalcolm Baldrige National Quality Award

Examination


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Customer service and quality emphasisSix Sigma process - a process of measuring,

analyzing, improving, and then controllingprocesses once they have been broughtwithin the narrow six sigma quality tolerancesor standards.

Training can help companies meet the qualitychallenge by teaching employees statisticalprocess control and engaging in leanprocesses.


Learning (cont.)


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Customer service and quality emphasis

Lean thinking- involves doing more withless effort, equipment, space, and time, butproviding customers with what they need andwant.

ISO 10015- a quality management tooldesigned to ensure that training is linked tocompany needs and performance.


Learning (cont.)


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New technology

Is changing the delivery of training andmakes training more realistic.

Allows training to occur at any time and anyplace.

Reduces travel costs.Provides greater accessibility to training and

consistent delivery.


Learning (cont.)


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Provides the ability to access experts andshare learning with others.

Provides the possibility of creating a learningenvironment with many positive features suchas feedback, self-pacing, and practiceexercises.

Allows companies greater use of alternativework arrangements.


Learning (cont.)


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High performance models of worksystems

Work teams - involve employees withvarious skills who interact to assemble aproduct or provide a service.

Cross training - training employees in awide range of skills so they can fill any of theroles needed to be performed on the team.


Learning (cont.)


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Snapshot of Training Practices

Key trends in learning initiativeinvestments:Direct expenditures, as a percentage of

payroll and learning hours, have remainedstable over the last several years.

There is an increased demand for specialized

learning that includes professional orindustry-specific content.

The use of technology-based learning deliveryhas increased from 11 percent in 2001 to 33percent in 2007.


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(cont.)

Self-paced online learning is the mostfrequently used type of technology-based

learning.Technology-based learning has helped

improve learning efficiency, and has resultedin a larger employeelearning staff member

ratio.The percentage of services distributed by

external providers dropped from 29 percent in2004 to 25 percent in 2007.


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Table 1.8 - Comparison of BEST Award

Winners and Benchmark Companies


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Table 1.7 - Characteristics of

BEST Award Winners


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Figure 1.4 - The 2004 ASTD

Competency Model


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(cont.)

In most companies training anddevelopment activities are provided by

trainers, managers, in-house consultants,and employee experts.

They can also be outsourced.

Training and development can be theresponsibility of professionals in humanresources, human resource development,or organizational development.


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(cont.)

As companies grow and/or recognize theimportant role of training for businesssuccess, they form an entire trainingfunction, which may include instructionaldesigners, instructors, technical training,

and experts in instructional technology.To be a successful training professional

requires staying up-to-date on currentresearch and training practices.

Documents

Training Beginning