This document discusses learning and development in organizations. It begins by outlining learning objectives related to understanding learning organizations, the training process, training design methods, and evaluating training programs. It then defines key terms like education, learning, development and training. The rest of the document details various aspects of the training process including needs assessment, content design using the ADDIE model, delivery methods, and evaluation. It also discusses methods for developing learning organizations and management.
- Employee Training
- Employee Development
- Training and development
- Difference of training and development
- Comparison of Training and Development
- Determining Training Needs
- Training Methods
- On the Job Training
- Off the Job Training
- Process of Training and Development
- Conducting Training Need Analysis
- TNA
- Measurement of Training and Development
This is a webinar for EVERY LEADER IN YOUR ORGANIZIATION who are responsible for providing feedback to their employees. If you would like your leaders to demonstrate greater managerial courage and provide timely feedback to their employees then make it a must for every front line leader, supervisor, manager, director, vice president and executive to attend this webinar.
In the webinar you will learn:
Good performance rarely happens by accident.
How to implement performance coaching.
Performance appraisals vs. performance coaching – understanding what’s wrong with the performance review and how to fix it.
Common threads of coaching and development.
Essential management skills.
Five elements of successful coaching: Job Fit, Motivation, Chemistry with the Manager, Team Chemistry and Leadership.
- Employee Training
- Employee Development
- Training and development
- Difference of training and development
- Comparison of Training and Development
- Determining Training Needs
- Training Methods
- On the Job Training
- Off the Job Training
- Process of Training and Development
- Conducting Training Need Analysis
- TNA
- Measurement of Training and Development
This is a webinar for EVERY LEADER IN YOUR ORGANIZIATION who are responsible for providing feedback to their employees. If you would like your leaders to demonstrate greater managerial courage and provide timely feedback to their employees then make it a must for every front line leader, supervisor, manager, director, vice president and executive to attend this webinar.
In the webinar you will learn:
Good performance rarely happens by accident.
How to implement performance coaching.
Performance appraisals vs. performance coaching – understanding what’s wrong with the performance review and how to fix it.
Common threads of coaching and development.
Essential management skills.
Five elements of successful coaching: Job Fit, Motivation, Chemistry with the Manager, Team Chemistry and Leadership.
Training and development is a function of human resource management concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including "human resource development", and "learning and development".
Training, Importance of Training, Objectives of training program, Training policy, Challenges before trainers, Steps/ Process in designing effective training program, Management Development, Purpose of Management Development, management Development program - Techniques, On the Job , Off the Job,
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
Is an intensive, hands-on workshop that will instruct individuals in the use of practical techniques for creative training delivery.
Participants will know what is Training and Development.
Participants will know the difference between Training and Education.
Participants will learn benefits of Training.
Participants will learn how to perform “Training Needs Assessments”
Participants will learn how to Design Training Needs Assessment Surveys.
Participants will learn how to handle requests for Training Requirements Analysis
Participants will learn what are the Misconceptions about Training.
Participants will learn about Training Delivery Methods.
Participants will learn about Determining Training Delivery Methods .
Participants will learn about Evaluating Training and Results.
Participants will learn about Guidelines for Evaluating the Effectiveness of Training.
Participants will learn about Total Quality Management (Training and Human Resources Development )
Participants will learn about Examples of Quality Management Training.
Participants will learn about using Ice Breakers in Training
Participants will learn how to facilitate discussions, direct activities, manage the training session and acquire many other skills to help them train effectively.
They will have an opportunity to practice Training.
They will leave with new ideas on how to "spice up" training as well as reinforce the skills that will make them feel masterful in training others..
Training and development is a function of human resource management concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including "human resource development", and "learning and development".
Training, Importance of Training, Objectives of training program, Training policy, Challenges before trainers, Steps/ Process in designing effective training program, Management Development, Purpose of Management Development, management Development program - Techniques, On the Job , Off the Job,
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
Is an intensive, hands-on workshop that will instruct individuals in the use of practical techniques for creative training delivery.
Participants will know what is Training and Development.
Participants will know the difference between Training and Education.
Participants will learn benefits of Training.
Participants will learn how to perform “Training Needs Assessments”
Participants will learn how to Design Training Needs Assessment Surveys.
Participants will learn how to handle requests for Training Requirements Analysis
Participants will learn what are the Misconceptions about Training.
Participants will learn about Training Delivery Methods.
Participants will learn about Determining Training Delivery Methods .
Participants will learn about Evaluating Training and Results.
Participants will learn about Guidelines for Evaluating the Effectiveness of Training.
Participants will learn about Total Quality Management (Training and Human Resources Development )
Participants will learn about Examples of Quality Management Training.
Participants will learn about using Ice Breakers in Training
Participants will learn how to facilitate discussions, direct activities, manage the training session and acquire many other skills to help them train effectively.
They will have an opportunity to practice Training.
They will leave with new ideas on how to "spice up" training as well as reinforce the skills that will make them feel masterful in training others..
Facilitation Skills for Train the Trainer (TTT) Programme
Facilitation is an art and science and can be learned and improved upon with practice and it is a required skill for any project or team manager.
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
Incept Education has developed the Education Leadership Dialogue, a model that provides exciting 2 day intensive programs for professional learning and futuring processes. It is built on the understanding that education leadership needs to be visible and purposeful across all school and university contexts and that effective learning leadership necessarily involves personnel from across all education roles within institutions.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
2. Learning Objectives
Understand what is a learning organization and how can learning be
facilitated in an organization.
Know the entire process of training.
Know multiple methods of designing content and delivery for a
training programme.
Know how to evaluate a training programme against the training
objectives.
Understand a management development programme.
3. “Smell the cheese often so you know when it is getting old.”
“The quicker you let go of old cheese, the sooner you find
new cheese.”
“Movement in a new direction helps you find new cheese.”
- Quotes from “Who Moved My Cheese” is a business fable
written by Spencer Johnson, M.D.
4. Learning, Training, Development and Education
Education: Experience which forms the knowledge base that underpins activities that
an individual may engage in.
Learning: Permanent change in behaviour that occurs as a result of practice or
experience. That may be due to attainment of new knowledge, and skills.
Development: Skills and abilities get enhanced through conscious and unconscious
learning and growth of individuals.
Training: Narrower focus than education and learning. It tends to concentrate on skill
development. Post training, it is clear about what people are to achieve.
Learning and development can be defined as a collective progress which aids the
organizational process through facilitation, collaborative and expert stimulation and in
depth knowledge which helps in achieving business goals
5. Learning and Development
Strategy
Learning strategies of an organization needs to look at both levels:
Organizational learning is all about the way an organization learns and
adapts. It can also be called continuous learning systems
Individual Learning comprises interventions and activities which are
intended to improve knowledge and skills
in an organization to ensure success of the enterprise
6. Learning Organization
Importance
To regulate businesses
To sustain competitive advantage
Rate of learning>Rate of change in the world
What does it take to become one?
Learning Processes are built for experimentation, sharing
knowledge, and transferring it and learning from the past
Learning Environment supports and encourages learning,
tolerates errors and asking uncomfortable questions or even
crazy ideas
Leadership that inspires learning and does not hesitate to
ask questions, show curiosity, admit when things go wrong and
acknowledge uncertainty
Such an
organization
is one which
creates,
acquires,
interprets,
transfers,
retains,
knowledge
and acts by
purposely
modifying its
behaviour to
respond to
the new
knowledge
and insights.
7. Training Process
It is a planned programme designed to improve performance
and to bring out measurable changes in knowledge, skills,
attitude and social behaviour of employees for doing particular
job
Stages:
1. Training Need Assessment
2. Training Content
3. Training Delivery
4. Training Evaluation
8. Training Need Assessment
Analysis is done on:
Organization – Examination is done of the internal and
external environments of it, its human resources and strategic
objectives to identify areas within the organization where
training emphasis should be laid.
Person – identifies who in the organization will need training
and for what purpose
Task – Dissects a job into its different task components and
draws conclusion about KSA and behaviour needed to perform
successfully in the present and in the future
9. Training Content
1. Objectives of Training - spell out what
precisely the aim is to be achieved
2. Training Methods –
• Lecture
• Case
• Syndicate
• programmed learning
• Business Games
• Role plays
• In-basket exercise
• Behaviour modelling
• T-groups
• Transactional analysis
• Fishbowl exercise
• Job instruction
• Apprenticeship
• Mentoring
• Secondments
3. Designing Training
Content
10. Lecture Method
It as an exposition of a given subject delivered before an audience, for the purpose of
instruction.
It is a quick and simple way to present information to a large audience.
However they are often looked upon as boring and ineffective
You can make a lecture interesting and interactive by:
An activity to follow the lecture – like a simple pen and paper quiz with an attractive
prize.
Active participation of the audience
An attractive visual support in the form of PowerPoint slides.
A handout with a key word outline and room to make notes.
Well placed humour
11. Case Method
It is an account or situation given to students who are asked to suggest answers
to a number of practical and theoretical issues raised.
Chain of events:
The school gives the Case Study to the student in advance
The student must read the case and imagine themselves as the
protagonist & decision maker.
They study the case, reflect on it, discuss it with their peers, consider the
pros and cons and arrive/analyze a potential decision
In the class, the professor guides the discussion
Learning happens by way of the different perspectives
This provides a risk free environment to practice decision making and to take
on complex concepts and realities of business
12. Syndicate Method
This method is similar to the case method, but there are multiple groups or syndicates as
against one large group.
The learning audience is split into 5-6 groups of 10-12 people.
The formation of the groups is done as to enhance the learning
The groups are given assignments
Each group has to select a leader and a secretary and with each task the position is taken
on by different members of the group.
The leader leads the discussion and makes it simple and easy to follow – the secretary
records the proceedings.
The leader uses these notes to present these results to the rest.
The report prepared and submitted is circulated among the other groups for comparative
study and critical evaluation.
The leader of the group presents his group’s views in the joint session and justifies it in
case of criticism or questions
13. Programmed Learning
It includes learning machines, auto instruction, automatic instruction and
programmed learning.
This is a system of teaching and learning which has been applied to
training and education now.
In this the subject-matter is broken down into small, discrete steps and
carefully organized into a logical sequence in which it can be learned
readily by the students.
Each step builds upon the previous one.
Basic Purpose: To give sufficient information to the learners and then
test their authority on that before moving on.
This ensures full participation by the trainee and immediate feedback to
him too.
14. Business Games
A classroom exercise where usually teams
compete against one another.
The design of the games is such that it represents
real life conditions.
Under this method trainees learn to work in a
team in a simulated business environment.
15. Role Plays
Used for training purposes, it is a simulation in which trainees are required to act out
the role of an individual in any scenario whatsoever.
It provides participation, involvement and the opportunity for action learning. They
act scenes out in a protected environment.
Their behaviour, speech and feelings for that duration forms the basis for self
appraisal and feedback from others who are observing; from this they learn which
behaviour, words and approaches are effective.
A role play can be used to:
Practice effective communication and interpersonal skills
Practice approaches to forthcoming real life situations
Replay a situation that wasn’t successfully handled and learn from it
Recognize a change in attitude and then practice it
Positive and well handled feedback can reinforce effective behaviour, instill
confidence and highlight specific areas for improvement
16. In-basket Exercise
It is a simulation activity, where the participants must sort and act on letters, reports,
notes, memos etc.
The participant has to respond in writing within a crucial, specified time limit.
Major component : To train the participant to respond to pressures at work place
and respond to deadlines
The following tips for writing in-basket items :
Bury a critical item at the end of the sequence of items
Put an important meeting on the calendar and have another important person
set another meeting at the same time.
Include a memo from a superior who requests that the trainee take some
action that is ethically or professionally questionable.
Include instances of inappropriate upward delegation.
Have a superior suggest a particular employee be delegated an assignment,
yet have other evidence in other items which indicate that the employee is not
performing well.
17. Behaviour Modelling
Learning model behaviour.
First, the participants are shown model behaviour with the
help of a video in which the protagonist is handling a
certain situation in a model manner. (The choice of the
video depends on the objective of the training
programme).
After the participants have watched the video they are
given role plays in which they have to model the
behaviour which they have seen on the video.
This is followed by a feedback from the other participants
and then facilitator of the programme.
This process helps the participant internalize the learning
through practice
18. T-groups
8 – 15 participants who learn about themselves through mutual interaction in
absolutely unfamiliar surroundings
No formalized agenda. Participants are encouraged to share their emotional
reactions under the guidance of a facilitator .
The stress is on sharing feelings and not evaluative judgments.
This helps them observe and learn how their words and actions trigger emotional
responses in people they communicate with.
The aim of the programme is to recognize and understand group processes, come
to terms with their own behaviour based on non judgmental feedback from the
facilitator and be more sensitive to others’ emotions.
Useful in areas as to resolve conflicts, ability to empathize with others, increasing
openness and tolerance to diverse points of view, improving listening skills and
opinions and people.
19. Transactional Analysis
Transactional analysis training
seeks to make the participant
understand what his ego state
is, identify the ego state of
others and modify one’s
transactions to improve
interpersonal relations
20. Fishbowl Exercise
There are two groups which have to be involved
One group; the discussion group are made to sit in an "inner ring”,
surrounded by the observation group, the "outer ring”
The inner ring is given an activity which may be a discussion or any other
activity while the outer ring observes.
Once the inner ring has completed the activity both rings swap positions.
The same process is repeated
The learning happens through the process of constructive feedback by the
groups to one another.
This could be used as a part of behaviour training or as a Training
Intervention.
It overcomes barriers to communication such as pressure to conform from
peers, ‘professional detachment’ and intimidation.
22. Job Instruction
An instructor first “Tells” and verbally explains to the trainee what he is
going to be training him to do.
Then he “Shows” and demonstrates the activity whilst giving verbal
instructions simultaneously.
After he has demonstrated, he lets the trainee “Try” and practice the new
skill. He supervises, assists and gives feedback.
Now the trainee is confident to carry out the new skill and the trainer
leaves him to do that
He may be around for help/advice if he sees the requirement to do so or
when the trainee seeks active help
23. Apprenticeship
A method in which trainees learn a craft
or trade by hands on experience while working with
a skilled worker, usually under a written or implied
indentureship agreement.
An apprentice is selected by the employer to work for
a pre agreed time frame in return for the opportunity
to learn a trade or a skill.
The training is a combination of formal classroom
sessions and on-the-job training under the supervision
of an expert.
The trainees’ basic expenses are taken care of and they
are given a stipend during this period
24. Coaching
Coaching is a one-on-one process that enables development to occur and
improve performance
Two Major Types:
Personal Coaching improves life
Executive Coaching enhances executives’ performance
At first, the coach first assesses the personality traits and sees how he reacts
and handles various situations.
This creates a collaborative alliance with employees to establish goals and
pursue systematic and structured action plans until the goals are achieved.
The 4 Types are:
Coaching for Skills
Coaching for Performance
Coaching for Development
Coaching for an Executive’s Agenda
25. Mentoring
This refers to a personal developmental relationship in
which a more experienced or knowledgeable person
helps a less knowledgeable or experienced person.
It is the act of helping another learn and realize his
dreams by helping him discover his strengths and how to
leverage them; identify his shortcomings and how to
overcome them.
A good mentor can guide a mentee in all walks of life to
have a more fruitful experience and reinforce rapport at
each discussion .
The concept of mentoring finds it roots in the Indian
concepts of Shiksha, or learning through communication ,
open discussion.
28. Design
Define the learning objective
Learners’ entry behavior needs to be articulated.
The learning programme has to be divided into learning steps which then need to be
sequenced. Some of the ways used:
Known to unknown
Simple to complex
Theory to practice
Concrete to general
General to particular
Part to whole
Rule to example (or vice versa)
Logical, thematic, chronological, building on previous knowledge (or one of the following)
30. Implement
• The training should be designed in a way to leave nothing to
imagination
• Steps must be well-documented –to ensure accurate delivery
to trainer.
• 'Train the trainers’ should be designed and conducted, and an
invigorating learning environment should be brought about.
31. Evaluation
A systemic determination of the attainment of
objectives set out for each sub-process of the
training design process
This will check if learners have achieved the
learning objective or not
32. Delivery Mechanisms of
Training
Classroom training
Audio–visual methods
Distance learning
E-Learning
Asynchronous e-learning
Synchronous e-learning
Development of robust learning environments
33. Evaluation of Learning and
Development
Kirkpatrick Model – used to measure the effectiveness by measuring the:
Reaction
Learning
Behaviour
Result
Training Metrics: Scorecard
A training scorecard measures the performance of the training function in
providing training programmes to the employees.
35. Management Development
Mintzberg (1973) groups managerial activities into:
Interpersonal roles Information processing
Decision making
Then: Manager= Figurehead, Liaison, Leader, Monitor, Disseminator Of
Information, Spokesperson, Change Agent, Conflict Resolver, Resource
Allocator and Negotiator
Today: Manager=coaches ,Counsellors, Team Builders, Leaders and Project
Managers
New skills required: Project Management, Staff Development, IT Management,
Customer Orientation, Languages, Process Improvement, Cross Cultural Team
Management
Learning initiatives built around these themes will constitute management
development programmes