0
Change is a “constant” today.
Developing trust is critical to reducing
employee resistance.
 open communication
 employe...
Coaching
"Coaching is any discussion between you and a
subordinate where the aim is to help him/her maintain
and/or improv...
"Mentoring is a power-free partnership between two
individuals who desire mutual growth. One of the
individuals usually ha...
"Demonstrating and practicing ways of performing tasks
using tools, processes and techniques to achieve required
levels of...
To Achieve Organization Goals
To maintain employee motivation
Improves KSA’s
Growing Competition
Rapidly changing tec...
Q: Just what do we mean by training and
development?
 any planned efforts designed to facilitate the
acquisition of job-r...
Training is “big business”!
 More money is spent in the U.S. on training and
development than on all higher education.
 ...
Training:
Efforts to improve employee competency levels
and narrowly focused & oriented towards short
term performance .
D...
We need a systematic approach to training
Goldstein’s Systems Model of Training :
ADImE
 Assessment
 Design
 Implementa...
Phase 4
Evaluation
Reactions
Learning
Behavior (Transfer)
Results
Phase 1
Need Assessment
Organization Analysis
Task Analy...
Phase 1
Need Assessment
Organization Analysis
Task Analysis
Person Analysis
Needs Assessment
Assessment works best with three types of analyses:
1. Organization analysis
2. Task/KSA analysis
3. Pers...
Organization Analysis
Where is training needed in this organization?
Uses information from strategic and HR planning
(abou...
Phase 1
Need Assessment
Organization Analysis
Task Analysis
Person Analysis
Phase 2
Design
Instructional Objectives
Traine...
Training Design
Three important issues:
1. On Vs off the job training
2. What is the best training media to use?
3. What a...
Training Media
 Lecture/Discussion
 Programmed Instruction/ Computer Assisted
Instruction
 Experiential Exercises/ Simu...
Learning Principles:
 Trainability
Performance = Motivation x Ability
 Massed vs. Distributed Practice
(teaching Vs case...
“Instant Quiz”
 To study for your next test, which study
schedule would be most effective?
A. one day, eight hours, non-s...
“Instant Quiz”
 To study for your next test, which study schedule
would be most effective?
A. one day, eight hours, non-s...
Summary of Key Learning Principles
For skills learning:
 Goal setting
 Modeling
 Practice
 Feedback
 Transfer
For kno...
Phase 1
Need Assessment
Organization Analysis
Task Analysis
Person Analysis
Phase 2
Design
Instructional Objectives
Traine...
Training Implementation
A. Management vs. line employees
B. Many techniques available!
1. Case studies
2. Videotape/CD-ROM...
Phase 4
Evaluation
Reactions
Learning
Behavior (Transfer)
Results
Phase 1
Need Assessment
Organization Analysis
Task Analy...
Training Evaluation
A. CRITERIA for evaluation: What should be
evaluated?
1. Reaction
2. Learning
3. Behavior
4. Results
Training Evaluation
B. DESIGN for evaluation:
1. Why is it valuable to pretest trainees?
2. Why do the best-conducted trai...
Phase 4
Evaluation
Reactions
Learning
Behavior (Transfer)
Results
Phase 1
Need Assessment
Organization Analysis
Task Analy...
On the Job Training
Off the Job Training
 Apprenticeship Training
 Internships
 Audio Visual Method
 Vestibule Trainin...
Why does training programs fail?
The benefits of training are not clear to the top
management
The top management hardly re...
 Development refers to skills and knowledge attained for
both personal development and career advancement.
 Development ...
 Consultation
 Coaching
 Communities of practice
 Lesson study
 Mentoring
 Reflective supervision
 Technical assist...
Training need Assessment
Annual Training Plan
Conduct of Training
Review Training Activities
Identifying Competence Gaps
O...
Sl.No Competency Development Area Method
1 Decision Making Skills  In – Basket
 Business Games
 Case Study
2 Interperso...
Wrap-Up
1. The value of a systematic approach to training
“The person who fails to plan, plans to fail.”
Wrap-Up
2. The need for life-long learning
“Richard Bolles”,
“The Three Boxes of Life”:
School Work Retirement
Learning Wo...
7 training
Upcoming SlideShare
Loading in...5
×

7 training

1,227

Published on

Published in: Technology, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,227
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
89
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Transcript of "7 training"

  1. 1. Change is a “constant” today. Developing trust is critical to reducing employee resistance.  open communication  employee participation  acting consistently  demonstrating integrity  showing concern
  2. 2. Coaching "Coaching is any discussion between you and a subordinate where the aim is to help him/her maintain and/or improve his/her performance. Coaching takes place on the job and assumes that people can learn from everything they do. Coaching is not issuing instructions, telling someone what to do or prescribing how to do it. It is about helping, guiding, encouraging, allowing space to perform and do things differently." (Peter Honey)
  3. 3. "Mentoring is a power-free partnership between two individuals who desire mutual growth. One of the individuals usually has greater skills, experience and wisdom." (Weinstein) Mentoring
  4. 4. "Demonstrating and practicing ways of performing tasks using tools, processes and techniques to achieve required levels of knowledge and skills." (Priority Management) Training
  5. 5. To Achieve Organization Goals To maintain employee motivation Improves KSA’s Growing Competition Rapidly changing technologies Total quality management
  6. 6. Q: Just what do we mean by training and development?  any planned efforts designed to facilitate the acquisition of job-relevant skills, knowledge, and/or attitudes by organizational members. Q: What makes training a strategic investment?
  7. 7. Training is “big business”!  More money is spent in the U.S. on training and development than on all higher education.  Over $52 billion spent by employers in 1995.  Adding in indirect costs, estimates of employer expenditures on training and development raise to over $200 billion annually
  8. 8. Training: Efforts to improve employee competency levels and narrowly focused & oriented towards short term performance . Development: Oriented more towards broadening an individual skills for future responsibilities and long term performance.
  9. 9. We need a systematic approach to training Goldstein’s Systems Model of Training : ADImE  Assessment  Design  Implementation  Evaluation
  10. 10. Phase 4 Evaluation Reactions Learning Behavior (Transfer) Results Phase 1 Need Assessment Organization Analysis Task Analysis Person Analysis Phase 2 Design Instructional Objectives Trainee readiness Learning principles Phase 3 Implementation On-the-Job Off-the-Job Management Development
  11. 11. Phase 1 Need Assessment Organization Analysis Task Analysis Person Analysis
  12. 12. Needs Assessment Assessment works best with three types of analyses: 1. Organization analysis 2. Task/KSA analysis 3. Person analysis
  13. 13. Organization Analysis Where is training needed in this organization? Uses information from strategic and HR planning (about org, goals, objectives, vision, mission) Task/KSA Analysis What must a trainee be taught in order to perform effectively? Use information from job analysis (type of training, who required which training) Person Analysis Who needs training, and what kind? Use information from performance appraisal and selection techniques (attitude of person, which person required)
  14. 14. Phase 1 Need Assessment Organization Analysis Task Analysis Person Analysis Phase 2 Design Instructional Objectives Trainee readiness Learning principles
  15. 15. Training Design Three important issues: 1. On Vs off the job training 2. What is the best training media to use? 3. What are the most important learning principles to incorporate in our training efforts?
  16. 16. Training Media  Lecture/Discussion  Programmed Instruction/ Computer Assisted Instruction  Experiential Exercises/ Simulations
  17. 17. Learning Principles:  Trainability Performance = Motivation x Ability  Massed vs. Distributed Practice (teaching Vs case studies)  Transferring Knowledge
  18. 18. “Instant Quiz”  To study for your next test, which study schedule would be most effective? A. one day, eight hours, non-stop B. 4 hours a day for 2 days C. 2 hours a day for 4 days D. 1 hour a day for 8 days
  19. 19. “Instant Quiz”  To study for your next test, which study schedule would be most effective? A. one day, eight hours, non-stop B. 4 hours a day for 2 days C. 2 hours a day for 4 days -> D. 1 hour a day for 8 days
  20. 20. Summary of Key Learning Principles For skills learning:  Goal setting  Modeling  Practice  Feedback  Transfer For knowledge: • Goal setting • Meaningfulness • Practice • Feedback • Transfer
  21. 21. Phase 1 Need Assessment Organization Analysis Task Analysis Person Analysis Phase 2 Design Instructional Objectives Trainee readiness Learning principles Phase 3 Implementation On-the-Job Off-the-Job Management Development
  22. 22. Training Implementation A. Management vs. line employees B. Many techniques available! 1. Case studies 2. Videotape/CD-ROM 3. Distance Learning 4. Behavior Modeling
  23. 23. Phase 4 Evaluation Reactions Learning Behavior (Transfer) Results Phase 1 Need Assessment Organization Analysis Task Analysis Person Analysis Phase 2 Design Instructional Objectives Trainee readiness Learning principles Phase 3 Implementation On-the-Job Off-the-Job Management Development
  24. 24. Training Evaluation A. CRITERIA for evaluation: What should be evaluated? 1. Reaction 2. Learning 3. Behavior 4. Results
  25. 25. Training Evaluation B. DESIGN for evaluation: 1. Why is it valuable to pretest trainees? 2. Why do the best-conducted training efforts include a “control” group?
  26. 26. Phase 4 Evaluation Reactions Learning Behavior (Transfer) Results Phase 1 Need Assessment Organization Analysis Task Analysis Person Analysis Phase 2 Design Instructional Objectives Trainee readiness Learning principles Phase 3 Implementation On-the-Job Off-the-Job Management Development
  27. 27. On the Job Training Off the Job Training  Apprenticeship Training  Internships  Audio Visual Method  Vestibule Training  Class Room Instructions  Case Studies  E-Learning  Seminars and Conferences  Management Games  Role Plays
  28. 28. Why does training programs fail? The benefits of training are not clear to the top management The top management hardly rewards supervisors for carrying out effective training. The top management rarely plans for budgets systematically for training. Lack of awareness of the importance of training to the trainees. (benefit-top, superiors-rewards, budgets, importance-trainees)
  29. 29.  Development refers to skills and knowledge attained for both personal development and career advancement.  Development encompasses all types of facilitated learning opportunities, ranging from college degrees to formal coursework, conferences and informal learning opportunities situated in practice.  It has been described as intensive and collaborative, ideally incorporating an evaluative stage. DEVELOPMENT
  30. 30.  Consultation  Coaching  Communities of practice  Lesson study  Mentoring  Reflective supervision  Technical assistance.  (ccclmrt)
  31. 31. Training need Assessment Annual Training Plan Conduct of Training Review Training Activities Identifying Competence Gaps Organizational Objectives Organizational strategy Competitive Environment Career PlanningCompetency Mapping Internal Training Programs External/Outsourced Training Customized Training Programs
  32. 32. Sl.No Competency Development Area Method 1 Decision Making Skills  In – Basket  Business Games  Case Study 2 Interpersonal Skills  Role Play  Sensitivity Training 3 Job Knowledge  On The Job Experience  Coaching 4 Organizational Knowledge  Job Rotation  Multiple Management 5 General Knowledge  Special Courses  Special Meetings and readings 6 Specific Individual Needs  Special Projects  Committee Assignments
  33. 33. Wrap-Up 1. The value of a systematic approach to training “The person who fails to plan, plans to fail.”
  34. 34. Wrap-Up 2. The need for life-long learning “Richard Bolles”, “The Three Boxes of Life”: School Work Retirement Learning Work Play
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×