T&d

489 views

Published on

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

No Downloads
Views
Total views
489
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved
  • T&d

    1. 1. By:- Rupali Saha, Rinkoo
    2. 2. Introduction • Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).
    3. 3. THE TRAINING SYSTEM • A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating.
    4. 4. • Organizations are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.
    5. 5. The Three Model of Training Are: Systematic Model Training, Transitional Model, Instructional System Development Model(ISD)Model
    6. 6. Systematic Model Training • The system model consists of five phases and should be repeated on a regular basis to make further improvements.
    7. 7. The Five Phases of Systematic Model • • 1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated. 2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying 3. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives. • 4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program. 5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.
    8. 8. Transitional Model • Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed
    9. 9. • • Vision – focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines. Mission – explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders. Values – is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc. The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented.
    10. 10. Instructional System Development Model(ISD)Model • Instructional System Development model or ISD training model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance.
    11. 11. The Phases Of ISD Model • 1. ANALYSIS – This phase consist of training need assessment, job analysis, and target audience analysis. 2. PLANNING – This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc. • 3. DEVELOPMENT – This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary. • 4. EXECUTION – This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories.
    12. 12. • 5. EVALUATION – The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices. The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase.
    13. 13. Case Study:Company Overview • Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process outsourcing services, dedicated to helping the world's leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. • With over 50 delivery centres worldwide and 130,000 employees as of September 30, 2011, Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world.
    14. 14. Cognizant Academy • Cognizant Academy, the in-house learning and development arm of Cognizant, provides associates role-based and business-aligned learning solutions at career inflection points. Present in 26 cities, around the world, Cognizant Academy is well-supported by a dedicated workforce who aim to seamlessly weave learning into the work life of employees at Cognizant. • Distinct offerings like the Campus Associate Training, Dovetail, Career Compass, Leadership Development and other Continuous Education programs cater to the diverse work-force. • Delivered through a host of media like Classroom Training, ELearning, Experiential Labs, Virtual Classrooms, Web 2.0 Collaboration, Library, Assessments and Certifications, these programs inculcate a continuous learning culture at Cognizant.
    15. 15. Cognizant: Training Talk • As the workforce multiplies and business expands at Cognizant, Cognizant Academy has been seeing a steady increase in the number of people it trains annually. In 2010, they trained 85,211 unique employees. As of 2011, thus far, they have trained 101,226 unique employees! • Cognizant Academy has identified core capability areas to keep employees abreast with the market and customer expectations, and to ensure their professional development. This provides the basis of Cognizant Academy’s training portfolio. • Right from when employees join, they are enrolled into customized learning packages that address all aspects of their career development. • These programs provide structured learning through an apt and well thought out blend of delivery channels like e-learning, virtual classrooms, workshops, expert sessions and case studies, etc., ensuring optimum attendance and course-ware retention.
    16. 16. Cognizant’s Measurement Means • Cognizant Academy had a need to implement measurement to gain insight about training effectiveness. To meet that need, Knowledge Advisors implemented Metrics that Matter to collect and report data that could be leveraged by several internal teams to improve training effectiveness. • The need for measurement: • To understand the effectiveness of the learning delivery process as experienced by the learners • To manage the training portfolio in alignment with the business objectives (both strategic and operational) • To manage the learning effectiveness of key programs • To assess the impact of L&D in specific jobs as well as at broader business levels • To devise future training plan and strategy
    17. 17. Maximizing Metrics That Matter • Cognizant Academy utilizes Knowledge Advisors’ flagship software solution for learning measurement evaluation, Metrics that Matter, to measure and assess instructor-led sessions and virtual, facilitated training on the following parameters – • Environment • Instructor • Courseware • Business Alignment • Perceived Job Impact
    18. 18. Metrics that Matter Methodology • Cognizant Academy’s rationale for selecting Metrics that Matter centers around the following: • Metrics that Matter is a leading system specializing in learning measurement, analytics and reporting • The MTM tool can be easily integrated with theirLearning Management System – PeopleSoft ELM - and allows for repeatable and scalable measurement • Over 100 reports are available off-the-shelf with data gathered in the feedback forms, capable of being sliced at various levels • By enhancing the learning experience of employees, the tool improves Cognizant Academy’s reach and performance • Having an effective tool like Metrics that Matter helps reduce the effort spent on administrative tasks required for feedback gathering and helps focus on analytics and action
    19. 19. Why Does Metrics that Matter Matter? • Cognizant Academy would recommend Metrics that Matter to another organization because the tool provides standard evaluation forms and robust measurement models that focus on efficiency, effectiveness, business alignment and job impact. It is effective in garnering feedback from learners, which can then be used to enhance learning delivery
    20. 20. Measurement Successes with Metrics that Matter • Metrics that Matter reports helped Cognizant Academy understand customer expectations, add value and improve overall process efficiency and effectiveness. Below are a few examples of such successes, pertaining to (a) courseware and instructors (b) awareness on importance of feedback (c) qualitative feedback analysis
    21. 21. a) Courseware & Instructor - Best Practices followed: Courseware • • • • • Courseware scores below a certain threshold are identified for maintenance or retirement - Participants are profiled to ensure that their expectations from the program are met - Courseware is enhanced for several courses to include case-studies, scenario-based hands-on sessions etc. which lead to better subject recall among learners - Overall, there is a good improvement in the learner scores for courses that are enhanced. Each month, the course scores are analyzed and in case of low scores, corrective measures are taken. The courseware scores are seen to be consistent over the months but factors like participants profile, trainer and course material also seem to impact the overall course score. For example, the courseware average as on 23rd April 2011 is 5.64, but the courseware average as on 15th July 2011 is 5.72. This data point shows that the courseware feedback has improved 0.08 over a course of time.
    22. 22. • Instructor: • The teams in-charge of delivering learning at Cognizant Academy constantly evaluate the instructors and ensure that they are equipped and capable of imparting the training • - Based on Instructor scores, all instructors are required to undergo a workshop that grooms essential skills required for a training facilitator • - This workshop enables instructors to upgrade their teaching skills and learn various ways of delivering a course. It helps them to make their training sessions learnerfriendly and impactful. It boosts the confidence level of instructors and in turn improves instructor scores.
    23. 23. b) Improved Awareness on Importance of Feedback • All sessions are now kick-started by setting the context of the training and also by highlighting the importance of feedback • - Information about the Metrics that Matter feedback and its importance is displayed in all classrooms • - All course-schedule confirmation mails have information on the importance of providing feedback. Employees are also informed about the Metrics that Matter trigger emails. • - SMS reminders (text messages) to share feedback are • sent to employees. This is to increase the response rates
    24. 24. Table 1: Response Rate for January to July 2011:
    25. 25. c) Qualitative Feedback Analysis • Regular qualitative feedback analysis helps Cognizant Academy ensure a constant enhancement of its programs.Some key features that were introduced as a result of continual analysis of Metrics that Matter feedback data are: • - Course revision • - Increase of course duration • - Accessibility of share path • - More hands-on training • - Mixed participation ensuring greater peer-to-peer knowledge sharing • - More effective instructors • - More real-world examples for a deeper understanding
    26. 26. Taking Measurement One Bold Step Further • Following significant successes with Metrics that Matter, Cognizant Academy’s future considerations with regards to measurement using Metrics that Matter are – • In the last year, Cognizant Academy focused on Learning Efficiency and Effectiveness to provide a fulfilling learning experience to employees. Now, in alignment with Cognizant’s vision and commitment to transform its workforce to best serve the future needs of its customers, Cognizant Academy has renewed its commitment to be more business-centric. Therefore, their primary focus will be on Business Alignment and Job Impact and they will strive to improve the associated performance parameters for all key L&D offerings.
    27. 27. • Cognizant Academy has long been using the Metrics that Matter feedback for its Continuous Education Program which deals with continuously improving the skills and capabilities of employees. Cognizant Academy is now looking to use Metrics That Matter for its Year-1 Learning Program too, with an aim of triggering feedback to fresher's, mentors and supervisors. • A significant portion of future learning will be through Social Media. Recognizing this, Cognizant Academy may pilot the Informal Learning Measurement Suite offered by MTM to monitor and improve effective implementation of informal learning.
    28. 28. • In its efforts to align with Knowledge Advisors’ Talent Development Reporting Principles, Cognizant Academy sets key measurement objectives upfront for every High Business Impact Learning program. The training program is then customized in alignment with these improvement areas and business outcomes. After the training is completed, these objectives are again measured to ensure the desired business outcomes are achieved. For instance productivity improvement of 10% has been achieved through a technical training session in Struts2.0. In summation, Cognizant Academy found that Metrics that Matter helped their organization improve the effectiveness and business impact of learning with tangible and compelling results.
    29. 29. Cognizant’s Training Types
    30. 30. Who Uses Measurement Data and Why?
    31. 31. Metrics that Matter Reports Used by Cognizant Academy
    32. 32. Thank You

    ×