Training means the process of increasing the knowledge and skills of an employee for doing a particular job. It seeks to improve the job performance and work behaviour of those trained.
Chapter 1: EMPLOYEE TRAINING AND DEVELOPMENTsourashtra
Meaning, Importance, Benefits to organisation and to an individual, Process,Difference between Training and Development, Models of T&D in Organisation, and Meaning and Charecteristics of Virtual organisation
this program was prepared to present the layout of a training program for one of the small industries' employees to present training program they may need and what methodology to follow to implement training strategy, as well as improving kind of knowledge and skill need in the company.
Chapter 1: EMPLOYEE TRAINING AND DEVELOPMENTsourashtra
Meaning, Importance, Benefits to organisation and to an individual, Process,Difference between Training and Development, Models of T&D in Organisation, and Meaning and Charecteristics of Virtual organisation
this program was prepared to present the layout of a training program for one of the small industries' employees to present training program they may need and what methodology to follow to implement training strategy, as well as improving kind of knowledge and skill need in the company.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
Reward is an incentive plan to reinforce the desirable behavior of workers or employers and in return for their service to the organization.
Compensation and Reward system plays vital role in a business organization.
Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
Reward is an incentive plan to reinforce the desirable behavior of workers or employers and in return for their service to the organization.
Compensation and Reward system plays vital role in a business organization.
Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
Critical Success Factors for the Poultry Entrepreneurs in BangladeshDr. Nazrul Islam
This study attempts to identify the critical success factors for strengthening and development of poultry entrepreneurs in Bangladesh. Multivariate analysis using factor analysis technique has been used to analyze the data. Fifteen factors were identified as crucial for success in poultry business. These factors explain more than eighty percent of the variability of data. The results show that the entrepreneurial success of poultry business highly depends on sociopolitical orientation of the entrepreneurs. Achievement motivation, efficiency, commitment towards work, dynamism, and self-confidence are also found to be crucial for success in poultry firm operation. The other factors include profit seeking, flexibility, instant decision making capability, cooperation from the stakeholders, independence, knowledge of technology, continuous adjustment with environment, learning by experience, and enjoying work.
A Test of Some Characteristics of Entrepreneur: An Empirical StudyDr. Nazrul Islam
There is a paramount importance of developing entrepreneurship for the economic development of a country. This paper is an attempt to identify the characteristics of entrepreneur. The paper also presents the basic characteristics of four types of entrepreneurs engaged in cosmetics, medicine, shoe and electronics business. The study shows that there are wide differences as well as relations among the characteristics of different study groups. It reveals the causal relationship between the characteristics and some intra-personal factors of entrepreneurs. The analysis depicts the dissimilarities of literal characteristics of entrepreneur.
A Concept of High Technology and Case of Software Designing FirmDr. Nazrul Islam
There is a controversy among the researchers regarding the concept of high technology (high-tech) firms. Therefore, an attempt has been made to identify the specific aspects or characteristics of high-tech firms and its application in software designing firms (SDFs). The study shows that most of the researchers have the convergence among their opinion of high-tech firms. They defined high-tech concept with the help of different products and services of companies in diverse environment. The specific aspects of high-tech firms are: product and process sophistication, research and development intensity, technically educated employees, a fast rate of growth and high degree of vulnerability, scarcity of human resources familiar with the technologies, all or parts of the products are based on the recent innovations or new technologies, a worldwide product for its market, new technology makes existing technology obsolete very quickly, turbulent environment characterized by realignment of competitors, changing customer’s needs, changing regulations, new competing products and so on. It is also identified that SDF's are high-tech firms.
Performance of the Nationalized General Insurance Company of BangladeshDr. Nazrul Islam
The operating performance of nationalized general insurance company of Bangladesh, known as Shadharan Bima Corporation (SBC), has consistently deteriorated since 1983. SBC is becoming more dependent on underwriting of re-insurable business of all private insurance companies. They have also gradually shifted their investment from relatively higher income generating investment (share, debenture) to lower income-generating investments( deposits). This is mainly due to SBC's inability to respond to the changes in the market, government policy and overall environment. They still logged in with the state owned enterprises' characteristics of inefficiency, lack of challenging attitude, resistance to change, negative unionism, unethical practices, etc.
An Evaluation of Job Satisfaction of Women Employees in Commercial Banks of B...Dr. Nazrul Islam
This study attempts to evaluate the level of job satisfaction and overall socioeconomic satisfaction of women bank employees in Bangladesh' It focuses on there relative importance of job satisfaction factors and their relationships with the overall satisfaction. It reports that the level of job satisfaction of women depends on the factors including salary' better job' supervisor recognition, co-employee recognition' better work' colleagues' preferences' and quality of supervision have found to be the most important among these factors. The factors such as salary, better job, supervisor recognition better work, supervisor, colleagues preferences and quality of supervision have significant influence on the overall satisfaction of the women employees. These factors are identified as the prime determinants of both job satisfaction and the overall satisfaction of women bank employees in Bangladesh' The negative relationship of better job with overall satisfaction indicates that the higher chances of getting job outside would result in much less positive overall satisfaction on women bank employees.
Job Satisfaction Impact of Technological Change on Women Garment Workers in B...Dr. Nazrul Islam
This study analyzes the impact of technological change on job satisfaction of women garment workers in Bangladesh. A set of job satisfaction variables was developed from the Technological Change Survey (Slem and Levi, 1995). The specific relationship between job satisfaction and the overall satisfaction shows that fair pay, task significance, bureaucracy, conflicts, and information sharing are significantly related. Task significance and information sharing are positively related to the overall impact. Fair pay, bureaucracy and conflicts are negatively and significantly related to the overall impact.
THE RELEVANCE OF MILITARY LEADERSHIP IN THE CORPORATE WORLD A BANGLADESH PERS...Dr. Nazrul Islam
This article studied both serving and retired military officers’ opinions, the ex-military leaders serving in companies in
Bangladesh, and compared them to corporate leaders of other backgrounds. The study triangulated the views of mass,
employers who employed ex-military with that of the officer’s view. The study finds that though military leaders in some
places lack the technical knowledge they perform better in any corporate role. However, mass people think military
veterans make good administrators. All corners of the triangle though agreed discipline, uprightness with sincerity and
dedication give the retired soldiers an upper hand.
Some Aspects of Institutional Governance of Higher Educational Institutions i...Dr. Nazrul Islam
Governance of higher educational institutions is a challenge of the government of a developing
country like Bangladesh. In one end, these organizations have limitless autonomy and in other
end, they have accountability to the public and the society as well. These institutions often
behave like a disorderly sector due to the legal autonomy. Public and Private universities of
Bangladesh are also in dilemma between institutional autonomy and government accountability.
These institutions are given full autonomy as per university ordinance to operate independently
and they are held responsible for contributing to the development of the society at large.
Therefore, universities in Bangladesh face continuous pressures from the government to manage
their activities whereas it has got full liberty to act on their own. These two extreme sides of the
continuum often mystify the management of higher educational institutions and emanate
continuous tension to exert balance between this two. Although, the regulatory bodies such as,
Ministry of Education (MOE), University Grants Commission (UGC) and Accreditation Council
(recently approved) aid to make the university accountable to the society that also impedes the
freedom of regulating its own affairs. This mystery is prolonged when the performance-based
accountability is incorporated to divert the existing forms of regulations. This new dimension of
accountability emphasizes tangible performance rather than resource inputs, administrative
processes, and fiscal audits that are demanded by the stakeholders.
Customer satisfaction (CSAT) is a measure of how well a company's products, services, and overall customer experience meet customer expectations. It reflects your business' health by showing how well your products or services resonate with buyers.
Quality management is the act of overseeing all activities and tasks that must be accomplished to maintain a desired level of excellence. This includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement.
Chapter 10 Tools and Techniques for Quality Management.pptDr. Nazrul Islam
QMS have sub-elements, or tools, that enable users to tailor its use to specific project needs. There are seven conventional QMS tools: flow charts, Ishikawa diagrams, checklists, Pareto charts, histograms, scattergrams, and control charts.
Leadership is essential in quality management because it provides direction, motivation, and guidance to the organization's quality improvement efforts. Quality management involves ensuring that products or services meet or exceed customer expectations while maximizing efficiency, productivity, and profitability.
Chapter 4 - Philosophy of Quality Management.pptDr. Nazrul Islam
Quality management is the act of overseeing all activities and tasks that must be accomplished to maintain a desired level of excellence. This includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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3. What is Training?
Training is a systematic process through
which an organization’s human resources
gain knowledge and develop skills by
instruction and practical activities that
result in improved corporate
performance.
4. Training - a planned effort by a
company to facilitate employees’ learning
of job-related competencies.
Competencies include knowledge, skills or
behavior critical for successful job
performance.
The goal of training is for employees to
master the competencies and apply them
to their day-to-day activities.
What is Training?
5. What is Training? (cont.)
To use training to gain a competitive
advantage, a company should view
training broadly as a way to create
intellectual capital.
Training is an Intellectual Capital that is
concerned with basic skills advanced
skills an understanding of the customer
or manufacturing system, and self-
motivated creativity.
6. Summary of the Definition
Training is a systematic process & a planned
effort;
Through which an organization’s human resources
gain knowledge and develop skills;
Purpose is to master the competencies and apply
them to their day-to-day activities;
Training is used to gain a competitive advantage;
A company should view training as a way to
create intellectual capital;
It improves corporate performance.
7. High-leverage training is linked to strategic
business goals and objectives;
It uses an instructional design process to
ensure that training is effective;
It compares or benchmarks the company's
training programs against training programs
of other companies;
It creates working conditions that encourage
continuous learning.
High-Leverage Training
8. Continuous learning requires
employees to understand the entire
work system, including the
relationships among their jobs, their
work units, and the company as
well.
Continuous learning
9. Managers take an active role in:
Identifying training needs;
Ensuring that employees use training in
their work;
Facilitating the sharing of knowledge, by
using informational maps. Information
Mapping offers classroom training as well as
self-paced and instructor-led e-learning
programs.
Role of Managers in Training
10. Today, training is being evaluated on
how training addresses business needs
related to learning, behavior change,
and performance improvement.
Use of Training Today
11. There is a greater emphasis on:
Providing educational opportunities for all
employees;
Performance improvement as an ongoing
process than a one-time training event;
Demonstrating to executives, managers, and
trainees the benefits of training;
Learning as a lifelong event;
Training being used to help attain strategic
business objectives.
Emphasis of the Company
Today
12. Training and Development -
Difference
Training
The acquisition of Knowledge, Skills and Abilities (KSA), to
improve performance on one’s current job.
Usually consists of short-term focus on acquiring skills to
perform one’s job
employees to develop the knowledge, skills and attitudes
required to carry out the work needed to meet an
organization’s objectives.
Development
The acquisition of knowledge, skills and abilities (KSA), required
to perform one’s future job responsibilities and for the long-
term achievement of individual career goals and organizational
objectives.
The goal is to prepare employees for managerial careers.
Improving an individual in line with the requirements of that
individual.
13. Training, & Development –
Difference, Contd.,
Training refers to educating technical and
operational employees in how to better do
their current jobs
Short-Term skills oriented
Development refers to educating
professionals and managers in the skills they
need to do their jobs in the future
Long-Term career oriented
14. Training, Education &
Development - Differences
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.
Development is a long term investment
in human resources.
Education is a lifetime investment. It
tends to be initiated by a person in the
area of his/her interest.
15. Importance of Training
Helps in maintaining high quality products
/services;
Achieves high service standards;
Provides information for new comers;
Refreshes memory of old employees;
Achieves learning about new things,
technology, products / services delivery
Reduces mistakes - minimizing costs;
Opportunity for staff to feedback / suggest
improvements;
Improves communication & relationships -
better teamwork.
16. 1-16
Typical Areas of Training and Development
Communication skills
Computer skills
Customer service
Diversity
Ethics
Human relations
Quality initiatives
Safety
Sexual harassment
18. The ASK Concept
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.
This GAP can be separated into 3
main themes -
1.Attitude
2.Skills
3.Knowledge
19. Exercise
Rank ASK by difficulty to develop in people.
Attitude
Skills
Knowledge
•Easy
•Moderately
difficult
•Most difficult
20. Five Principles of Learning
Through ASK employees learns. However, learning
might be if 5 principles are followed.
Participation: involve trainees, learn by doing
Repetition: repeat ideas & concepts to help
people learn
Relevance: learn better when material is
meaningful and related
Transference: to real world using simulations
Feedback: ask for it and adjust training
methods to audience.
21. A Systematic Approach
to Training
Key Concepts in Preparing a Training
Plan
Before you train and develop people identify
what:
They must know - before they can perform job
They should know - to improve performance
Would be nice for them to know – but not
necessary to perform duties.
22. Nine Steps in the Training
Process
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
23. 1. Assessing Training Needs
Conduct a training needs analysis by
either one, or both, of the following.
External approach - Company, guests,
society.
Internal approach – using a staff opinion
survey.
24. 2. Preparing Training Plan
Ask your self “What are we going to
achieve in the time period?”
Use a holistic approach by using a
calendar for inputting your training
activities.
Consider whether to design a long (5-10
years), medium (3-5 years) or short (1
year) term plan.
25. 1-25
Training Calendar Example
1 2 3 4 5 6 7...
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
…
Training Area Month in the year
26. Individual Plans
For individual personalized training, we
must assess the trainees’ weakness and
strengths first before setting up
appropriate programs.
Training areas may be tailor-made.
Trainee should receive an individual timetable
for self progress.
27. 3. Specifying Training
Objectives
Training Objectives must be specific &
measurable.
What should trainees be able to accomplish
after participating in the training program?
What is the desired level of such
accomplishment, according to industry or
organizational standards?
Do you want to develop attitudes, skills,
knowledge or some combination of these
three?
28. 4. Designing the Training
Program(s)
1. Program duration
2. Program structure
3. Instruction methods
4. Trainers qualifications
5. Nature of trainees
6. Support resources –
materials, OHP,
classroom, etc.
7. Training location &
environment
8. Criteria & methods
for assessing
participant learning
and achievement
9. Criteria & methods
for evaluating the
program.
29. 5. Selecting Instructional Methods
Note: This is the most important step
On-the job-training (OJT)
Learn while you’re working
Off -the job-training
In house, training or classroom
External, consultancies or attending external
classes
Independent bodies, such as government talks
Distance learning, from books or notes
Computer-assisted learning
Interactive-video training
Video conferencing, same as classroom except
teachers and students are in different locations.
30. 6. Completing the Training
Plan
Target group – assess your audience
Topic – task, skill or attitude ingredient
Method – direct (one way communication) or
indirect (discussion, games, experimental
exercises…). Important as evaluation of trainees
usually lies on the perception on what they did
in the training session
Time – length, period, breaks important to
consider
Location – away from the office?
31. 7. Implementing the Training
Program
Besides trainers qualifications and
experience:
Participant selection
Group comfort - physical & psychological
Trainer enthusiasm & skills
Effective communication
Feedback mechanism
The need to learn new training skills
Preparation by trainers
32. 8. Evaluating the Training
Three Levels of Evaluation, Such as,
1. Immediate Feedback
Survey or interview directly after training
2. Post-Training Test
Trainee applying learned tasks in
workplace?
3. Post-Training Appraisals
Conducted by immediate supervisors of
trainees
33. 9. Planning Future Training
Last step in the training process –
After taking all evaluated comments,
trainers should modify the programs to
keep good things and make suggested
improvements
Remember, even with the same topic for
different trainees, trainers should address
many parts of the training process again and
consider new approaches.
34. Categories of Training
Methods
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35. Examples of Training Methods
Training
Methods
Classroom
Instruction
Audiovisual
Training
Computer-
Based
Training
On-the-Job
Training
Simulations
Business
Games &
Case
Studies
Behavior
Modeling
Experiential
Programs
Team
Training
Action
Learning
37. Characteristics of Effective
On-the-Job Training (OJT)
The organization should issue a policy
statement describing the purpose of OJT and
emphasizing the organization‘s support for it.
The organization should specify who is
accountable for conducting OJT.
The organization should review OJT practices at
companies in similar industries.
Managers and peers should be trained in OJT
principles.
39. Measures of Training
Success
The following indicators may be used to
measure the success of training.
Trainee Satisfaction
Return on Investment (ROI)
Performance Improvement
New Skills, Knowledge & Attitude
Transfer of Training
41. Transfer of Training
• Transfer of training: On-the-job use of
knowledge, skills, and behaviors learned
in training.
• Can be measured by asking employees
three questions about specific training
tasks:
1. Do you perform the task?
2. How many times do you perform the task?
3. To what extent do you perform difficult and
challenging learned tasks?
42. Orientation of New Employees
• Orientation:
training designed
to prepare
employees
– to perform their
jobs effectively,
– learn about their
organization, and
– establish work
relationships.
The objectives of
orientation
programs include
making new
employees familiar
with the
organization’s
rules, policies, and
procedures.
44. Diversity Training
• Training designed to change employee
attitudes about diversity and/or
develop skills needed to work in a
diverse workforce.
• These programs generally emphasize
either
– attitude awareness and change, or
– behavior change
45. Effective Training Designing
Process
A systematic approach for developing training
programs.
Is based on the principles of Instructional
System Design (ISD).
Is sometimes referred to as the ADDIE model
because it includes analysis, design,
development, implementation, and
evaluation.
Should be systematic yet flexible enough to
adapt to business needs.
47. Effective Training Designing
Process (cont.)
Regardless of the specific Instructional System
Design (ISD) approach used, all the steps share
the following assumptions:
Training design is effective only if it helps employees
reach their training objectives.
Measurable learning objectives should be identified
before the training program begins.
Evaluation plays an important part in planning and
choosing a training method, monitoring the training
program, and suggesting changes to the training
design process.
48. The Instructional Systems Designs
(ISD) Model of Training & Development
ISD Model
A rational and scientific model of the
training & development process that
consists of three major steps:
a training needs analysis
training design and delivery
training evaluation
49. Instructional System Design Model
(ISD)
Training Design &
Delivery
1. Training Objectives
2. Training Contents
3. Training Methods
4. Learning Principles
Training
Evaluation
1. Evaluation
Criteria
2. Evaluation Design
The Instructional System Design Model of Training & Developing
50. Flaws of ISD Approach
In organizations, the training design process
rarely follows the step by-step approach of
the activities.
Organizations require trainers to provide
detailed documents of each activity found in
the model; this adds time and cost to
developing a training program.
It implies an end point: evaluation.
52. Benefits of Training and
Development
Organizational Benefits
Organizational strategy
By linking training to an organization’s
strategy, training becomes a strategic
activity that operates in concert with
other programs and activities to
achieve an organization’s strategy.
53. Benefits of Training and
Development
Organizational Benefits
Increase organizational effectiveness
Training employees can do more work, make fewer
errors, require less supervision, have higher loyalty and
morale, and have lower rates of attrition.
Strong link between organizational effectiveness and
training
Good companies spent up to 6% of their payroll:
57% higher sales per employee, 37% higher gross
profit
Employee recruitment and retention
Training can be used by organizations to increase their
attractiveness to prospective employees and to retain
their current employees.
Many organizations offer extensive training and
development opportunities to retain employees.
54. Benefits of Training and
Development
Employee Benefits
Intrinsic benefits
Trained employees improve their knowledge and skills,
develop higher confidence or efficacy
feeling of increased usefulness, higher belongingness,
higher job satisfaction and positive attitude.
Extrinsic benefits
Higher earnings as a result of increased knowledge and
skills
improved marketability,
greater security of employment,
enhanced promotion prospect.
55. Benefits of Training and
Development
Social Benefits
Educated population
some organizations offer literacy and numeracy
training
Standard of living
relationship between productivity and standard
of living
Canadian Govt. spend $ 11 billion annually to
educate workforce to become a high wage
economy.
57. Economic cycles:
Provide an opportunity for companies to take
a closer look at training and development to
identify those activities that are critical for
supporting the business strategy as well as
those mandated by law.
Forces Influencing Working
and Learning, Contd.,
58. Globalization
Provide training and development
opportunities for global employees.
Provide cross-cultural training to prepare
employees and their families to understand
the culture and norms of the country to which
they are being relocated and assists in their
return to their home country after the
assignment.
Forces Influencing Working
and Learning, Contd.,
60. The value of intangible assets and human
capital has the following implication:
Focus on knowledge worker - employees
who contribute to the company not through
manual labor but through what they know,
perhaps about customers or a specialized
body of knowledge.
Forces Influencing Working
and Learning, Contd.,
61. The value of intangible assets and human
capital has the following implication:
Employee engagement - the degree to
which employees are fully involved in their
work and the strength of their commitment to
their job and the company.
Companies measure employees' engagement
levels with attitude or opinion surveys.
Forces Influencing Working
and Learning, Contd.,
62. The value of intangible assets and human
capital has the following implication:
Change - the adoption of a new idea or
behavior by a company.
Learning organization - embraces a culture
of lifelong learning, enabling all employees to
continually acquire and share knowledge.
Forces Influencing Working
and Learning (cont.)
64. Talent management - attracting,
retaining, developing, and motivating
highly skilled employees and managers.
It is becoming increasingly more
important because of:
occupational and job changes.
retirement of baby boomers.
skill requirements.
the need to develop leadership skills.
Forces Influencing Working
and Learning (cont.)
65. Customer service and quality emphasis
Total Quality Management (TQM) - a
companywide effort to continuously improve
the ways people, machines, and systems
accomplish work.
Forces Influencing Working
and Learning (cont.)
66. Core values of TQM
Methods and processes are designed to meet
the needs of internal and external customers.
Every employee in the company receives
training in quality, which is designed into a
product or service to prevent errors from
occurring rather than being detected and
corrected.
Forces Influencing Working
and Learning (cont.)
67. Core values of TQM
The company promotes cooperation with
vendors, suppliers, and customers to improve
quality and hold down costs.
Managers measure progress with feedback
based on data.
Forces Influencing Working
and Learning (cont.)
68. Customer service and quality emphasis
The Malcolm Baldrige National Quality
Award , created by public law, is the highest
level of national recognition for quality that a
U.S. company can receive.
The ISO 9000 is a family of standards that
include requirements for dealing with how to
establish quality standards and how to
document work processes to help companies
understand quality system requirements.
Forces Influencing Working
and Learning (cont.)
69. Categories and Point Value for the Malcolm
Baldrige National Quality Award
Examination
70. Customer service and quality emphasis
Six Sigma process - a process of measuring,
analyzing, improving, and then controlling
processes once they have been brought
within the narrow six sigma quality tolerances
or standards.
Training can help companies meet the quality
challenge by teaching employees statistical
process control and engaging in “lean”
processes.
Forces Influencing Working
and Learning (cont.)
71. Customer service and quality emphasis
Lean thinking - involves doing more with
less effort, equipment, space, and time, but
providing customers with what they need and
want.
ISO 10015 - a quality management tool
designed to ensure that training is linked to
company needs and performance.
Forces Influencing Working
and Learning (cont.)
72. New technology
Is changing the delivery of training and
makes training more realistic.
Allows training to occur at any time and any
place.
Reduces travel costs.
Provides greater accessibility to training and
consistent delivery.
Forces Influencing Working
and Learning (cont.)
73. Provides the ability to access experts and
share learning with others.
Provides the possibility of creating a learning
environment with many positive features such
as feedback, self-pacing, and practice
exercises.
Allows companies greater use of alternative
work arrangements.
Forces Influencing Working
and Learning (cont.)
74. High performance models of work
systems
Work teams - involve employees with
various skills who interact to assemble a
product or provide a service.
Cross training - training employees in a
wide range of skills so they can fill any of the
roles needed to be performed on the team.
Forces Influencing Working
and Learning (cont.)
75. High performance models of work
systems
Virtual teams - teams that are separated by
time, geographic distance, culture, and/or
organizational boundaries and that rely
almost exclusively on technology to interact
and complete their projects.
Use of new technology and work designs
are supported by human resource
management practices.
Forces Influencing Working
and Learning (cont.)
76. Snapshot of Training
Practices
Key trends in learning initiative
investments:
Direct expenditures, as a percentage of
payroll and learning hours, have remained
stable over the last several years.
There is an increased demand for specialized
learning that includes professional or
industry-specific content.
The use of technology-based learning delivery
has increased from 11 percent in 2001 to 33
percent in 2007.
77. Snapshot of Training
Practices (cont.)
Self-paced online learning is the most
frequently used type of technology-based
learning.
Technology-based learning has helped
improve learning efficiency, and has resulted
in a larger employee–learning staff member
ratio.
The percentage of services distributed by
external providers dropped from 29 percent in
2004 to 25 percent in 2007.
81. Snapshot of Training
Practices (cont.)
In most companies training and
development activities are provided by
trainers, managers, in-house consultants,
and employee experts.
They can also be outsourced.
Training and development can be the
responsibility of professionals in human
resources, human resource development,
or organizational development.
82. Snapshot of Training
Practices (cont.)
As companies grow and/or recognize the
important role of training for business
success, they form an entire training
function, which may include instructional
designers, instructors, technical training,
and experts in instructional technology.
To be a successful training professional
requires staying up-to-date on current
research and training practices.
83. Blooms Taxonomy
In 1780 Abigail Adams stated, "Learning is
not attained by chance; it must be sought
for with ardor (love) and attended to with
diligence" .
Although, it received little attention when
first published in 1956, Bloom's Taxonomy
has since been translated into 22
languages and is one of the most widely
applied and most often cited references in
education.
84.
85. 1-85
Blooms Taxonomy
Creating: can the student create new
product or point of view?
Evaluating: can the student justify a
stand or decision?
Analyzing: can the student
distinguish between the different
parts?
Applying: can the student use the
information in a new way?
Understanding: can the student
explain ideas or concepts?
Remembering: can the student
recall or remember the information?
86. The Context of Training and
Development
Training and development are not isolated
activities independent of the surrounding
environment and organization.
Environmental Context
Organizational Context
87. The Context of Training & Development
E
N
V
I
R
O
N
M
E
N
T
O
R
G
A
N
I
Z
A
T
I
O
N
HR Planning
Job Analysis
Compensation
Recruitment
Selection
Perform. Appraisal
Health and Safety
Labour Relations
H
U
M
A
N
R
E
S
O
U
R
C
E
S
S
Y
S
T
E
M
Laws
Technology
Demographics
Labour Market
Economy
Change
Competition
Social Climate
Goals
Values
Strategy
Structure
Culture
Leadership
INDIVITUAL
PERFORMANCE
E
F
F
E
C
T
I
V
E
N
E
S
S
O
R
G
A
N
I
Z
A
T
I
O
N
A
L
The Context of Training & Development
T
&
D
89. The Context of Training and
Development
Environmental Context
Globalization:
Pressure of improved productivity and the quality
of goods and services
Technology
New technologies can provide organizations with
improvements in productivity and a competitive
advantage.
Technology will only lead to productivity gains
when employees receive the necessary training to
exploit the technology
90. The Context of Training and
Development
Environmental Context
The Labor Market
Organizations can have trained and skilled
manpower in a scarce labor market
Change
Change is obvious and organizations can adapt
with changes through training their employees.
91. The Context of Training and
Development
Organizational Context
Strategy
SHRM : The align of human resources practices with
an organization’s business strategy
Training becomes strategic when aligned with business
strategy
Structure
Flat structure: Employees are expected to perform
tasks of managers and need to be trained on
managerial activities such as problem solving, decision
making, team work etc
Downsizing
Reengineering
92. The Context of Training and
Development
Organizational Context
Human Resources System
SHRM Links:
Link to business strategy
Link to others so that they work together to
achieve organization’s strategy
93. Quebecor World Incorporated
Case Study
Companies in Quebec with payrolls over $1 million are required by
law to spend 1 percent of their payroll on training, or pay a training
tax. They must also carefully document their training activities and
complete government forms every February. The main aspects of
the legislation are as follows:
1. Every February, companies must file paperwork in which they
indicate how they spent 1 percent of their total payroll on training.
2. If they have not spent at least 1 percent of their total payroll on
training, they must pay the difference to the government, and that
money is then used to fund training programs in companies that
have invested at least 1 percent in training.
3. Companies must use accredited training bodies, instructors, and
services that follow a code of ethics. All types of training are eligible.
4. General information about the participation of employees in
training exercises must be provided.
5. Companies that meet the 1 percent training investment can apply
for provincial training grants.
Source: Harding, K. (2003, June 4). A taxing way to train staff. The Globe and Mail, C1, C6.
Reprinted with permission from The Globe and Mail.Follow the book.
94. Case Incident:
Canadian American Transportation Systems
Canadian American Transportation Systems began running a new high-speed ferry
between Toronto and New York State in 2004. The marine industry is highly regulated
and most of the workers have no experience. So a great deal of training was needed
to meet the rigorous standards set by the U.S. Coast Guard and Transport Canada.
There are two mandatory levels of training. One is called SOLAS (safety of life at sea),
which involves a very basic familiarization of the vessel, basic life saving procedures,
and medical emergencies. There is also a more advanced program of survival training
called STCW (seafarers’ training certification and watch keeping). Employees were
taken to Olympic-sized pools where they had to jump in the water, get people into
safety rafts, and learn how to use equipment in cold water conditions. Good customer
service is also important, so employees need to understand the customer experience.
Questions
1. To what extent has the instructional system design (ISD) model of training and
development been used? Discuss how the ISD model is relevant for the training of the
new staff and how it can be applied.
2. Discuss the benefits of the training described in the case for the organization,
employees, and the public.
Source: Garcia, C. (2004, May 17). CloseUp: Training and development. Canadian HR Reporter, 17 (10), 7–10.
95. Case Study: Flotation Ltd.
“Great course, Sam!” said the trainees as they walked out the door and headed for the parking lot. Just
like all the others. Sam Harris, a veteran trainer with Flotation Ltd., a manufacturer of life jackets and
other flotation devices, smiled as he gathered his notes together.
He had just finished two hours of wisecracking and slightly off-colour storytelling as he worked his way
through the third session of a human relations course for supervisors. “Keep ’em happy” was Sam’s
motto. Give the troops what they want, keep your enrolments up, and no one will complain.
Sam was good at it, too! For 20 years, he had earned an easy living, working the politics, producing
good numbers (of trainees) for the top brass to brag about (“We give each employee up to 26 hours of
training every year!”), and generally promoting his small training group as a beehive of activity.
Everybody knew Sam and everybody liked him. His courses were fun. He had no trouble convincing
managers to send their people. He put out a little catalogue with his course list every year in January.
He hadn’t had a cancellation in more than 10 years. Some managers said that training was the best
reward they had. Now, only three years from retirement, Sam intended to coast comfortably into
pension-land. All his favourite courses had long been prepared. All he had to do was make adjustments
here and there and create some trendy new titles.
But times were changing. The company president was thinking differently. “I need somebody to take a
close look at our training function,” he said. Sitting in the president’s office, Jenny Stoppard, the newly
hired Vice
President of Human Resources, wondered what he meant. Flotation Ltd. had a reputation as a
company with a well-trained workforce.
“We need to increase our productivity per person by 50 percent over the next three years,” the
president continued. “And you are going to spearhead that effort. We spend a lot on training and we
cycle people through a lot of courses. But I’m not satisfied with the bottom line. I know that while Dad
was president he swore by Sam and said he was the greatest. I don’t know anymore. Maybe a whole
new approach is needed. Anyway, I want you to take a close look at Sam’s operation.”
96. Case Study: Flotation Ltd Cont’d
Later in the day, the president called Sam into his office. “Sam, I want you to meet Jenny
Stoppard. I’ve just hired her as Vice President of Human Resources. She’s your new boss. I
think the next three years are going to be very exciting around here, and Jenny is going to be a
key player in the drive to increase our competitiveness. I want you to do everything in your
power to cooperate with her.”
Questions
1. Comment on Sam’s approach to training. Would you want him working for your company?
What are the benefits of his training to employees and the organization?
2. To what extent is training at Flotation Ltd. strategic? What would make it more strategic?
3. To what extent has Sam used the instructional systems design (ISD) model of training and
development? If he were to more fully use the ISD model, what should he do? Comment on
each step of the ISD
model.
4. How does Sam evaluate his training programs? Compare Sam’s evaluation to the president’s
objectives. If Sam were to evaluate training based on the president’s objectives, what would he
have to do? What do you think the results might be?
5. The president has asked Jenny to “take a close look at Sam’s operation.” What should she
do, and what should she report back to the president?
97. Important Questions
Broad
1. a. Define Training & Development.
b. Describe the organizational, employee and societal benefits of
training and development.
2. a. Explain Trojan Technologies’ motto of employee attraction &
retention.
b. How do Trojan Technologies develop leaders?
3. a. How is ISD Model a rational and scientific model of the training &
development process?
b. Discuss the application of the ISD Model.
Short
1. Difference Between training & Development
2. Difference Between Intrinsic benefits and Extrinsic benefits