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- 1. TRAINING & DEVELOPMENTTRAINING & DEVELOPMENT Training as a management skill / Training and developing your staff Lesson 5Lesson 5 Lecturer : Choeng Nary, MBA
- 2. αααααααααα ααααααααααααα ααα αααααααααααααααααααα Training as a management skill / Training and developing your staff ααααααα αααααααα α Lecturer : Choeng Nary, MBA
- 3. ο§ Why do we Need Training? ο§ What is Training & Training Principles? ο§ A Systematic Approach to Training ο§ A Training Lesson Plan 3Lecturer : Chroeng Nary, MBA
- 4. ο§ ααααααααααααααααααααααααααααααααααα? ο§ ααααααααααααααααααααααααααααααααααααααα αααα? ο§ ααααααααααααααααααααααααααααααααα ο§ αααααααααααααααααααααααααα 4Lecturer : Chroeng Nary, MBA
- 5. Following this presentation you should be able to complete the following objectives: 1. Describe why training is important and distinguish amongst training, education and development 2. Define the ASK concept, and comment upon the relative difficulty in developing peopleβs attitudes, skills and knowledge 3. List the nine steps in the training process and be able to explain each step with reference to hospitality examples 4. Develop an appropriate training lesson plan. 5Lecturer : Chroeng Nary, MBA
- 6. ααααααααααααααααααααααααααααααααααααααα αααααααααααααααααααααααααα: 1. ααααααααααααααααααααααααααααααααααα ααααααααααααααααααααααααααααααααααααα ααααααααααααααααααααααααααα 2. αααααααααααααααααααααααααααααααααααα αααααααααααααααααααααααααααααααααα ααααααααααααααααααααααααααααααααα 3. αααααααααααααααααααααααααααααααααααααααα ααααααααααααααααααααααααααααααα ααααααααααααααααααααααααααααααααα 6Lecturer : Chroeng Nary, MBA
- 7. ο§ The answer is βYESβ ο§ However, we must know the purpose and functions of training before we can use it. 7Lecturer : Chroeng Nary, MBA
- 8. ο§ αααααααα "ααα" ο§ ααααααααααααααααααααααααααααααααα ααααααααααααααααααααααααααααααααααα αααααααααααααααα 8Lecturer : Chroeng Nary, MBA
- 9. THE GAP CONCEPTTHE GAP CONCEPT 9 Performance/ Results Time Expected Curve Actual Curve Gap In training terms this means we need to develop programs to fill the Gap 1,000 Cars 800 Cars 200 Cars Lecturer : Chroeng Nary, MBA
- 10. ααααααααα αααααααααααααα ααααα 10 ααα αααααα / αααααα Time ααααααα αα ααααααα ααααααα ααααααααα αααα αα ααααααααααααααααααααααααααααα ααααααααααααααααααααααααα αααααααααααααααααααααααααααα 1,000 Cars 800 Cars 200 Cars Lecturer : Chroeng Nary, MBA
- 11. TRAINING NEEDSTRAINING NEEDS The reasons for not making the 1,000 cars: ο§ Not enough resources ο§ Poor machines ο§ Poor staff skills As training experts we must analyze the situation to determine if: ο§ Expected result too high ο§ Target achievable ο§ Is training the only way to make it happen ο§ Are there other factors. 11Lecturer : Chroeng Nary, MBA
- 12. αααααααααααααααααααααααααααααααααααααααααα α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α 1.000: ο§ αααααααα ααααααααααα ο§ αααααααααααα ο§ αααααααααααααααα ααααα α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α : ο§ ααααααααααααααααα αααααααα ο§ αααααααααααααα ο§ αααααααααααααααααα αααααααααααααααααα 12Lecturer : Chroeng Nary, MBA
- 13. EXERCISE 1EXERCISE 1 ο§ Imagine you are the managing director of a full service restaurant. One day you receive a complaint letter from a guest reporting s/he was not satisfied with the follow up regarding their criticism of being overcharged in one of your restaurants. ο Why was the complaint made? ο Is there a training need? 13Lecturer : Chroeng Nary, MBA
- 14. αααααααααααααααα 11 ο§ ααααααααααααααααααααααααααααααααααααααααα αααααααααααααα ααααααααααααααααααααααα ααααααααααααααααααααααααααααααααααα / ααααααααααααααααααααααααααααααααααααα ααααααααααααααααααααααααααααααααα ααααααααααααααααααααααααααα β’ αααααααααααααααααααααααααααααααα ααααααα? β’ αααααααααααααααααααααααααααα? 14Lecturer : Chroeng Nary, MBA
- 15. 3 REASONS TO CONSIDER CONDUCTING3 REASONS TO CONSIDER CONDUCTING AN INTERNAL NEEDS ANALYSISAN INTERNAL NEEDS ANALYSIS 1. Employee obsolescence/out-dated β - Technical advancements, cultural changes, new systems, computerization 1. Career plateaus - Need for education and training programs 1. Employee Turnover - Development plan for new employees 15Lecturer : Chroeng Nary, MBA
- 16. 33 α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ?? α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α 1. α α α α α α α α α α α α α α α / α α α α α α α α α α α α - 2. α α α α α α α α α α α α α α α α α , α α α α α α α α α α α α α α α α α α α α α α α α α 3. α α α α α α α α α α α α α α α α α α , 4. α α α α α α α α α α α α α 5. α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α 6. α α α α α α α α α α α α α 7. α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α 16Lecturer : Chroeng Nary, MBA
- 17. IMPORTANCE OF TRAININGIMPORTANCE OF TRAINING ο§ Maintains qualified products / services ο§ Achieves high service standards ο§ Provides information for new comers ο§ Refreshes memory of old employees ο§ Achieves learning about new things; technology, products / service delivery ο§ Reduces mistakes - minimizing costs ο§ Opportunity for staff to feedback / suggest improvements ο§ Improves communication & relationships - better teamwork 17Lecturer : Chroeng Nary, MBA
- 18. α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α α α α α α α α α α α α α α α / α α α α ο§ α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α α α α α α α α α α α α α α α α α α α ! α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α α α α α α α α α - α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α α α α α α α α α α α α α α / α α α α α α α α α α α α α α α 18Lecturer : Chroeng Nary, MBA
- 19. BENEFITS OF TRAININGBENEFITS OF TRAINING ο§ Most training is targeted to ensure trainees βlearnβ something they apply to their job. 19Lecturer : Chroeng Nary, MBA
- 20. α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α "α α α " α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α 20Lecturer : Chroeng Nary, MBA
- 21. WHAT IS TRAINING?WHAT IS TRAINING? TrainingTraining is a systematic process through which an organizationβs human resources gain knowledge and develop skills by instruction and practical activities that result in improved corporate performance. 21Lecturer : Chroeng Nary, MBA
- 23. DIFFERENCES BETWEEN TRAINING, EDUCATION & DEVELOPMENTDIFFERENCES BETWEEN TRAINING, EDUCATION & DEVELOPMENT ο§ Training is short term, task oriented and targeted on achieving a change of attitude, skills and knowledge in a specific area. It is usually job related. ο§ Education is a lifetime investment. It tends to be initiated by a person in the area of his/her interest ο§ Development is a long term investment in human resources. 23Lecturer : Chroeng Nary, MBA
- 24. αααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααααα ο§ ααααααααααααααααα α α α α α α α α α α α α α α α α α α α α , α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ ααααααααα α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α / α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α 24Lecturer : Chroeng Nary, MBA
- 25. THE ASK CONCEPTTHE ASK CONCEPT ο§ If we follow the GAP concept, training is simply a means to use activities to fill the gaps of performance between the actual results and the expected results. ο§ This GAP can be separated into 3 main themes 1. Attitude 2. Skills 3. Knowledge 25Lecturer : Chroeng Nary, MBA
- 26. α α α α α α α α α α α α ASKASK ο§ α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α , α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α 3 1. α α α α α α α 2. α α α α α 3. α α α α α α α α 26Lecturer : Chroeng Nary, MBA
- 27. Rank ASK by difficulty to develop in people ο§ Attitude ο§ Skills ο§ Knowledge 27 β’Easy β’Moderately difficult β’Most difficult Lecturer : Chroeng Nary, MBA
- 29. FIVE PRINCIPLES OF LEARNINGFIVE PRINCIPLES OF LEARNING ο§ Participation: involve trainees, learn by doing ο§ Repetition: repeat ideas & concepts to help people learn ο§ Relevance: learn better when material is meaningful and related ο§ Transference: to real world using simulations ο§ Feedback: ask for it and adjust training methods to audience. 29Lecturer : Chroeng Nary, MBA
- 30. α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α : α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α α : α α α α α α α α α α α α & α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α : α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α : α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α ο§ α α α α α α α α α α α α α α α α α α α : α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α α 30Lecturer : Chroeng Nary, MBA
- 31. A SYSTEMATIC APPROACH TO TRAININGA SYSTEMATIC APPROACH TO TRAINING Key Concepts in Preparing a Training Plan Before you train and develop people identify what: ο§ They must know - before they can perform job ο§ They should know - to improve performance ο§ Would be nice for them to know β but not necessary to perform duties. 31Lecturer : Chroeng Nary, MBA
- 32. αααααααααααααααααααααααααααααααααααααααααα αααααααααααααααααααααααα ααααααααααααααααααααααααααααααααα αααααααααααα αααααααααααααααααααααααααααααααααααααααα ααααααααααααααα ααα: ααααααααααααααα - αααααααααααααα αααααααααα ααααααααααααα - αααααααααααααααααααααα αααααααααααααααααααααααααααααααα - ααααααα ααααααααααααααααααααααα 32Lecturer : Chroeng Nary, MBA
- 33. MODEL OF THE TRAINING PROCESS*MODEL OF THE TRAINING PROCESS* Assessment Stage Training Stage Evaluation Stage Organizational Needs Assessment Task Need Assessment Development of Training Objectives Design & Select Procedures Measure Training Results Development of Criteria for Training Evaluation Train Compare Results to Criteria Feedback 33Lecturer : Chroeng Nary, MBA
- 35. 1. Assessing training needs 2. Preparing training plan 3. Specifying training objectives 4. Designing the training program(s) 5. Selecting the instructional methods 6. Completing the training plan 7. Implementing the training program 8. Evaluating the training 9. Planning future training 35Lecturer : Chroeng Nary, MBA
- 36. 1. αααααααααααααααααααααααααααααααα 2. ααααααααααααααααααααααααααα 3. αααααααααααααααααααααααααααα 4. αααααααααααααααααααααααααααα (s) 5. ααααααααααααααααααα 6. αααααααααααααααααααααα 7. αααααααααααααααααααααααααα 8. ααααααααααααααααααααααα 9. αααααααααααααααααααααααααααααα 36Lecturer : Chroeng Nary, MBA
- 37. 1) ASSESSING TRAINING NEEDS1) ASSESSING TRAINING NEEDS Conduct a training needs analysis by either one, or both, of the following ο§ External approach (company, guests, society) ο§ Internal approach β using a staff opinion survey. 37Lecturer : Chroeng Nary, MBA
- 38. 1)1) αααααααααααααααααααααααααααααααααααααααα αααααααααααααααααααααααα αααααααααααααααααααααααααα αααααααααααααααααααααααα ααααααααααα αααααααααααααααααα (ααααααααα αααααααααα) ααααααααααααααααααα - ααααααα αααααααααααααααααααα ααααααααα 38Lecturer : Chroeng Nary, MBA
- 39. ο§ Imagine you are the manager of a factory with 500 workers making ice cream for export to Europe. ο§ What information and evidence do you need before you can say the employees need training? ο§ Try to list 5 ideas. 39Lecturer : Chroeng Nary, MBA
- 40. ο§ αααααααααααααααααααααααααααα ααααααααααααααααααα 500 αααα αααααααααααααααααααα αααααααααααααααααααααααα ο§ ααααααααααααααααααααααααααααα ααααααααααααααααααααααααααα αααααααααααααααααααα ααααααααααα? ο§ ααααααααααααααα 5 αααααα 40Lecturer : Chroeng Nary, MBA
- 41. RESPONSE TO EXERCISE 3RESPONSE TO EXERCISE 3 ο§ Accidents report ο§ Sick leave report ο§ Employee compensation statistics ο§ Product quality control report ο§ Wastage report ο§ Efficiency report ο§ Machinery out-of-order report ο§ Staff discipline report ο§ Staff enquiries & complaints ο§ Guests complaints ο§ Refusal of orders made ο§ Quality of product report ο§ Market needs & trends ο§ Demographic data & background of employees 41Lecturer : Chroeng Nary, MBA
- 42. RESPONSE TO EXERCISE 3RESPONSE TO EXERCISE 3 ο§ ααααααααα ααααααααααα ο§ αααααααααααα ααααααααααα ο§ αααααααααα αααααααα ο§ αααααααααααα αααααααααααα αααααααααααα ο§ ααααααααα wastage ο§ ααααααααα ααααααααααα ο§ ααααααααααα αααααααα ααααααααα ο§ αααααααααααααα αααααααα ο§ αααααααααααααααα ααααααααααα ο§ ααααααααααααααα ααααα ο§ αααααααααααααα αααααααααααααααααα ο§ αααααααα ααααααααααααααα ο§ αααααααααααααααα αααααααααααα ο§ αααααααααααααααααααα42Lecturer : Chroeng Nary, MBA
- 43. 2) PREPARING TRAINING PLAN2) PREPARING TRAINING PLAN Consider whether to design a long (5-10 years), medium (3-5 years) or short (1 year) term plan. ο§ Ask your self βWhat are we going to achieve in the time period?β ο§ Use a holistic approach by using a calendar for inputting your training activities. 43Lecturer : Chroeng Nary, MBA
- 44. 2)2) αααααααααααααααααααααααααααααααα αααααααααααααααααααααααα αααααααααααααααααααααααα ααααα (5-10 ααααα) ααααα (3-5 ααααα) α αααααααααααααααα (1 ααααα) α ααααααααααααααααααααα "ααααα ααααααααααααααααααααααααα ααα?" αααααααααααααααααααααααααααα ααααααααααααααααααααααααααααα αααααααααααααααααααα 44Lecturer : Chroeng Nary, MBA
- 45. 1 2 3 4 5 6 7... Attitude Train the trainer Job competency Sales techniques Telephone manner β¦ 45 Training AreaTraining Area Month in the yearMonth in the year Lecturer : Chroeng Nary, MBA
- 46. 1 2 3 4 5 6 7... Attitude Train the trainer Job competency Sales techniques Telephone manner β¦ 46 Training AreaTraining Area Month in the yearMonth in the year Lecturer : Chroeng Nary, MBA
- 47. INDIVIDUAL PLANSINDIVIDUAL PLANS ο§ For individual personalized training, we must assess the traineesβ weakness and strengths first before setting up appropriate programs. ο§ Training areas maybe tailor-made. ο Trainee should receive an individual timetable for self progress. 47Lecturer : Chroeng Nary, MBA
- 48. Training Objectives must be specific & measurable. Why? Very difficult to measure effectiveness after course is finished. ο What should trainees be able to accomplish after participating in the training program? ο What is the desired level of such accomplishment, according to industry or organizational standards? ο Do you want to develop attitudes, skills, knowledge or some combination of these three? 48Lecturer : Chroeng Nary, MBA
- 49. 4) DESIGNING THE TRAINING PROGRAM(S)4) DESIGNING THE TRAINING PROGRAM(S) 1. Program duration 2. Program structure 3. Instruction methods 4. Trainers qualification 5. Nature of trainees 6. Support resources β materials, classroom 7. Training location & environment 8. Criteria & methods for assessing participant learning and achievement 9. Criteria & methods for evaluating the program 49Lecturer : Chroeng Nary, MBA
- 50. 5) SELECTING INSTRUCTIONAL METHODS5) SELECTING INSTRUCTIONAL METHODS NOTE: THIS IS THE MOST IMPORTANT STEPNOTE: THIS IS THE MOST IMPORTANT STEP On-the job-training (OJT) ο learn while youβre working Off -the job-training ο In house, training or classroom ο External, consultancies or attending external classes ο Independent bodies, such as government talks ο Distance learning, from books or notes ο Computer-assisted learning ο Interactive-video training ο Video conferencing, same as classroom except teachers and students are in different locations. 50Lecturer : Chroeng Nary, MBA
- 51. ο§ Imagine you are the training manger of a hotel that will open next year. Your GM asks you to develop a training program that aims to boost the team spirit of the newly formed Executive Committee Members. ο§ Your GM suggests you organize a two-day course in a resort location from 9 to 5 for both days. ο§ Your task is to suggest 3 training methods that suit the training theme described above. Hint: this is attitude, not skills nor knowledge training 51Lecturer : Chroeng Nary, MBA
- 52. Remember your training theme was to change the individuals attitudes Employ exercises that trainees can: ο§ Participate in ο§ React to ο§ Provide feedback in ο§ Receive inspiration to move on Suitable training methods you might have listed: ο§ Role-play ο§ Games ο§ Simulation exercises ο§ Discussion/debate formats ο§ Experiential exercises ο§ Self evaluation (e.g. video tape trainees performance & let them evaluate their own behaviors). 52Lecturer : Chroeng Nary, MBA
- 53. 6) COMPLETING THE TRAINING PLAN6) COMPLETING THE TRAINING PLAN ο§ Target group β assess your audience ο§ Topic β task, skill or attitude ingredient ο§ Method β direct (one way communication) or indirect (discussion, games, experimental exercisesβ¦). Important as evaluation of trainees usually lies on the perception on what they did in the training session ο§ Time β length, period, breaks important to consider ο§ Location β away from the office? 53Lecturer : Chroeng Nary, MBA
- 54. Besides trainers qualifications and experience: ο§ Participant selection ο§ Group comfort - physical & psychological ο§ Trainer enthusiasm & skills ο§ Effective communication ο§ Feedback mechanism ο§ The need to learn new training skills ο§ Preparation by trainers 54Lecturer : Chroeng Nary, MBA
- 55. Three Levels of Evaluation 1. Immediate Feedback ο· Survey or interview directly after training 1. Post-Training Test ο· Trainee applying learned tasks in workplace? 1. Post-Training Appraisals ο· Conducted by immediate supervisors of trainees 55Lecturer : Chroeng Nary, MBA
- 56. 9) PLANNING FUTURE TRAINING9) PLANNING FUTURE TRAINING Last step in the training process ο§ After taking all evaluated comments, trainers should modify the programs to keep good things and make suggested improvements ο Remember, even with the same topic for different trainees, trainers should address many parts of the training process again and consider new approaches. 56Lecturer : Chroeng Nary, MBA
- 57. A TRAINING LESSON PLANA TRAINING LESSON PLAN ο§ Topic ο§ Summary of Key Points ο§ Training Objectives ο§ Duration of Each Activity in Each Session ο§ Training Contents ο§ Training Methods / Activities ο§ Break(s) ο§ Exercise to Warm Up ο§ Questions to test Understanding ο§ Conclusion 57Lecturer : Chroeng Nary, MBA
- 58. NEW EMPLOYEE ORIENTATIONNEW EMPLOYEE ORIENTATION Time Topic Method Activity 9:00-9:30 AM Welcome Speech by GM Speech Talk & hand shake 9:30-10:00 AM Intro to Company Background Slide Presentation Slide Show & Video Tape 3:00-4:00 PM Fire Safety Talk Security Manager Fire Drill & Equipment 58Lecturer : Chroeng Nary, MBA
- 59. REFERENCESREFERENCES ο§ Anthony W.P., Kacmar, K.M., PerrewΓ©, P.L. (2002) Human resource management: a strategic approach, 4th ed. Fort Worth : Harcourt College Publishers.HF5549 .A866 2002 ο§ Goldstein, I. L., Ford J.K. (2002) Training in organizations : needs assessment, development, and evaluation, 4th ed. Belmont, CA . HF5549.5.T7 G543 2002 ο§ Greer, C.R. (1995) Strategy and human resources β a general managerial perspective, Prentice Hall. ο§ Riley, Michael, (1996) Human resource management in the hospitality and tourism industry, 2nd ed. Oxford ; Boston : Butterworth-Heinemann. TX911.3.P4 R55 1996 59Lecturer : Chroeng Nary, MBA
- 60. 60 Thank for your attendantThank for your attendant Q&AQ&A Lecturer : Chroeng Nary, MBA