Employee Training And Development
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Employee Training and Development
What is Training & Development? •
Helping organizations solve problems through employee training: • A planned effort to facilitate the learning, retention and transfer of job-related behavior.
•
ASTD: http://www.astd.org
Who receives training? •
Examples • New employees, customer service training, communication skills, team training management skills, diversity training, conflict resolution.
•
QG: How does new information and communication technology affect training?
Adult Learning Theories •
Social Learning Theory (Bandura) • Learning through observing • Modeling behavior • Examples
Important factors of Training Success • •
Employee Readiness Transfer of Training
Employee Characteristics for Readiness • •
•
Ability Attitudes and Motivation Learning Styles
Transfer of Training Issues • • •
Improve job performance Materials learned in training used on job Level of Transfer • Zero! • Positive • Negative
Design Factors & Transfer of Training • • • • •
Feedback General Principles Identical Elements Overlearning Sequencing • Part vs. Whole • Massed vs. Spaced
Work Environment & Transfer •
Reasons for Failure • Training dissimilar to job • Trained behavior not supported on job • Trained behavior not often needed
How to do Training and Development • • • • •
Needs assessment Set Objectives Training Design Deliver the training Evaluation
How to do a Training Needs Assessment •
Organizational Analysis • Organizational functioning, problems and goals • Benefits of training to the organization
•
Job or Task Analysis • Work that needs to be done
•
Person Analysis • What employees can do • What they should be able to do
Setting the Training Goals • •
Establish training goals Set Behavioral objectives to reach goals • What must be learned? • Measurable Behaviors
Training Development •
Develop training tasks to meet objectives • Content • Designing HOW to present the material to the employees so they learn it and it transfers to the job.
Training Methods: In house • • •
On the job training Apprenticeship Vestibule Training • Next to actual work site and hands-on experience
•
Job Rotation • Target all employees • Leadership track
•
QG: Experiences and effectiveness?
Training Methods: Off-Site
•
Lecturing Behavioral modeling Simulations Computer assisted training
•
QG: Experiences and effectiveness?
• • •
Training Methods: Management • • •
Case Studies Role playing Experiential management “games” and simulations • Blindfolded rope
•
Conferences • Facilitated open discussions
Training Methods: Management •
Mentoring • Traditional, Step-ahead, Peer • Informal vs. formal
•
Coaching
•
QG: Why are management training methods different from other forms of training? Turn in!
Review of Training & Development • • • • •
Needs assessment Set Objectives Training Design Deliver the training Evaluation
Evaluation Measures •
Training Criteria: • Reaction • Learning
•
Performance Criteria: • Behavioral • Results
•
CHOOSE one (or more!)
Design of Evaluation Study • • •
One Group Basic experimental Designs Quasi-Experimental Designs • Solomon 4 group design
What is Training & Development? •
Helping organizations solve problems through employee training: • A planned effort to facilitate the learning, retention and transfer of job-related behavior.
•
ASTD: http://www.astd.org
Who receives training? •
Examples • New employees, customer service training, communication skills, team training management skills, diversity training, conflict resolution.
•
QG: How does new information and communication technology affect training?
Adult Learning Theories •
Social Learning Theory (Bandura) • Learning through observing • Modeling behavior • Examples
Important factors of Training Success • •
Employee Readiness Transfer of Training
Employee Characteristics for Readiness • •
•
Ability Attitudes and Motivation Learning Styles
Transfer of Training Issues • • •
Improve job performance Materials learned in training used on job Level of Transfer • Zero! • Positive • Negative
Design Factors & Transfer of Training • • • • •
Feedback General Principles Identical Elements Overlearning Sequencing • Part vs. Whole • Massed vs. Spaced
Work Environment & Transfer •
Reasons for Failure • Training dissimilar to job • Trained behavior not supported on job • Trained behavior not often needed
How to do Training and Development • • • • •
Needs assessment Set Objectives Training Design Deliver the training Evaluation
How to do a Training Needs Assessment •
Organizational Analysis • Organizational functioning, problems and goals • Benefits of training to the organization
•
Job or Task Analysis • Work that needs to be done
•
Person Analysis • What employees can do • What they should be able to do
Setting the Training Goals • •
Establish training goals Set Behavioral objectives to reach goals • What must be learned? • Measurable Behaviors
Training Development •
Develop training tasks to meet objectives • Content • Designing HOW to present the material to the employees so they learn it and it transfers to the job.
Training Methods: In house • • •
On the job training Apprenticeship Vestibule Training • Next to actual work site and hands-on experience
•
Job Rotation • Target all employees • Leadership track
•
QG: Experiences and effectiveness?
Training Methods: Off-Site
•
Lecturing Behavioral modeling Simulations Computer assisted training
•
QG: Experiences and effectiveness?
• • •
Training Methods: Management • • •
Case Studies Role playing Experiential management “games” and simulations • Blindfolded rope
•
Conferences • Facilitated open discussions
Training Methods: Management •
Mentoring • Traditional, Step-ahead, Peer • Informal vs. formal
•
Coaching
•
QG: Why are management training methods different from other forms of training? Turn in!
Review of Training & Development • • • • •
Needs assessment Set Objectives Training Design Deliver the training Evaluation
Evaluation Measures •
Training Criteria: • Reaction • Learning
•
Performance Criteria: • Behavioral • Results
•
CHOOSE one (or more!)
Design of Evaluation Study • • •
One Group Basic experimental Designs Quasi-Experimental Designs • Solomon 4 group design
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