Training

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT: DEFINITION AND SCOPE

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Training & Development (T&D) Training Development Learning Organizations

TRAINING AND DEVELOPMENT TRENDS

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Skill Requirements Will Continue to Increase Workforce Will Become Significantly Better Educated & More Diverse Corporate Restructuring Reshapes Businesses Training Departments Will Shrink Technology Will Revolutionize Certain Training Delivery Methods

TRAINING AND DEVELOPMENT TRENDS (CONTINUED)

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Departments Will Change More Flexible Courses Aimed Specifically at Performance Improvement Integrated High-performance Work Systems Will Proliferate More Firms Will Strive to Become Learning Organizations The Role of Training Emphasis on Human Performance Management Will Accelerate

THE TRAINING & DEVELOPMENT PROCESS Recognize the Need for Change Select T&D Method(s) Evaluate T&D Programs

Determine T&D Needs

Establish Specific Objectives

Select T&D Media

Implement T&D Programs

ORGANIZATION CHANGE AND TRAINING AND DEVELOPMENT

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Change Involves Moving From One Condition to Another It Affects Individuals, Groups, & Entire Organizations All Organizations Experience Some Change Change Rate is Accelerating Those Involved with T&D Must Understand the Difficulties Associated with Change & the Ways to Reduce Resistance to Change

DETERMINING TRAINING AND DEVELOPMENT NEEDS

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Organization Analysis Task Analysis Person Analysis

ESTABLISHING TRAINING AND DEVELOPMENT OBJECTIVES

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Desired End Results In T&D, Clear & Concise Objectives Must be Formulated

TRAINING AND DEVELOPMENT METHODS

Coaching ■ Mentoring ■ Business Games ■ Case Study ■ Videotapes ■ In-basket Training ■ Internships ■

T& D METHODS (CONTINUED)

Role Playing ■ Job Rotation ■ Programmed Instruction ■ Computer-based Training ■ Cyberlearning ■ Classroom Learning ■ Corporate Universities ■

T& D METHODS (CONTINUED)

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Training in Community Colleges ■ On-the-job Training ■ Apprenticeship Training ■ Simulators ■ Vestibule Training

MANAGEMENT DEVELOPMENT

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Consists of All Learning Experiences Resulting in an Upgrading of Skills & Knowledge Required in Current & Future Managerial Positions Requires Personal Commitment of the Individual Manager Taking Responsibility for One's Own Development May be Most Important

SUPERVISORY MANAGEMENT TRAINING PROGRAMS

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Many Firms Conduct Supervisory Training Programs Often They are Provided After the Individual has Served as Supervisor Until Training has been Received, Supervisors Practice on Their Subordinates

TRAINING METHODS FOR ENTRY-LEVEL PROFESSIONAL EMPLOYEES

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Firms have a Special Interest in College-trained Employees Hired for Entry-level Professional Positions, Including Management Trainees Most Programs Also Emphasize Training Provided on the Job “Hands On" Experience, Alone Or In Combination With Other Methods, Appears to be an Essential Component of These Programs

TRAINING METHODS FOR OPERATIVE EMPLOYEES

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T&D for Operative Employees Must Also be Given High Priority by Firms Contributions of Operative Employees are Essential & Collectively Vital to the Production of Goods & Services

CURRENT POPULAR AREAS OFTEN DOMINATE TRAINING INCLUDING: Diversity Training Conflict Resolution Values Training Teamwork & Empowerment Customer Service

IMPLEMENTING HUMAN RESOURCE DEVELOPMENT PROGRAMS

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Often Difficult Many Managers are Action Oriented & Frequently Feel Too Busy for T&D Qualified Trainers must be Available Requires a Higher Degree of Creativity than Perhaps Any Other HR Specialty

EVALUATING HUMAN RESOURCE DEVELOPMENT

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Accomplishment of T&D Objectives Return on Investment (ROI) BenchmarkingParticipants' Opinions Extent of Learning Behavioral Change

JOB TRAINING PARTNERSHIP ACT

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Provides Training Through Local-level Partnerships Between Business & Government Results in the Largest Single Training Effort Sponsored by the Federal Government

ORIENTATION

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Initial T&D Effort Designed for Employees Guided Adjustment of New Employees

PURPOSES OF ORIENTATION

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Employment Situation Company Policies & Rules Compensation & Benefits Corporate Culture Team Membership Employee Development Dealing With Change Socialization

ORGANIZATION DEVELOPMENT

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Survey Feedback Quality Circles Sensitivity Training Team Building & Self-directed Teams

Changing World of Training Who is the trainer ■ Training for what ■ Training in what ■ What form of training ■

Excellent Trainer ■

Personal beliefs and values Beliefs and values concerning ourselves Reviewing your beliefs & values about yourself Beliefs & values concerning others Beliefs and values about information Beliefs about how the world works

Skills of the Excellent Trainer Facilitating learning and development ■ The context ■ The outcomes ■ What is being facilitated ■ How to facilitate ■

Managing Changes Devolution of central functions ■ Empowerment ■ Flattened organisational structures ■ Downsizing/rightsizing ■ Objective setting ■ Performance management ■

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Traditional tutor roles compared with facilitating

Maintenance

Provider

Trainer

Manager

Innovator

Consultant

Change GENERAL TRAINER ROLES

Initial contact & gaining entry

A Model

Preliminary problem identification and definition

of

Contracting

Training

Investigation

consultancy

Feedback to client Decide & plan course of action with client Design learning strategy,activities& methods Resource and implement Evaluate

WORKSHEET( designing a lecture) Interest-Building Strategy(ies); -introductory exercises lead-off story or interesting visual initial case problem test questions preview of content ■ Understanding & Retention -maximizing Techniques: opening summary examples analogies ■ Participant Involvement listener roles spot challenges ■

Trainer 'Let me show you how to do it' Low risk More comfortable in known framework Trainer centered Scripted High control May need piloting

Facilitator Training the Trainer 'Let me enable you to 'I believe you can do it' do it'

Innovator 'Let's do it differently'

Medium risk Comfortable with high participant involvement

Higher risk Creative,experimental. High participant involvement

Learner centered Unscripted Shared control Free-flowing

Controlled risk Works with a combination of framework and high participation Trainer & learner centered Scripted High control Builds on what is known and tested

One-to-one coaching Opportunistic Shared control Leading edge