Learning and Development fundamental and advance concepts

1. Module 2 of CHRP
Developing Learning Organizations
through Training & Development
By: Ghulam Mustafa Mohsini
Mustafa@hrlegends.net
M: 0301-8415493
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2. Objectives of Module 2
 Understand different terminologies used in
Training and Development
 Understand the strategic aspects of T&D
 Learn the T&D process
 Make T&D Plan for your organization
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3. Group Discussion
 What is training?
 Why organisations provide training?
 What is difference in training, development
and learning?
 When do we provide training and when
development?
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4. 4
Topics
 Why do we Need Training?
 What is Training & Training Principles?
 A Systematic Approach to Training
 A Training Lesson Plan

5. 5
Do Organizations Need
Training
 The answer is “YES”
 However, we must
know the purpose and
functions of training
before we can use it.

6. 6
Training is expensive, without training it is more expensive

7. 7
The Gap Concept
Performance/
Results
Time
Expected Curve
Actual Curve
Gap
In training terms this means we need to
develop programs to fill the Gap
1,000 Cars
800 Cars
200 Cars

8. 8
Training Needs
The reasons for not
making the 1,000
cars:
 Not enough resources
 Poor machines
 Poor staff skills
As training experts we
must analyze the
situation to determine if:
 Expected result too high
 Target achievable
 Is training the only way to
make it happen
 Are there other factors.

9. KSA GAP
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10. 10
Exercise 1
 Imagine you are the managing director of a
full service restaurant. One day you receive a
complaint letter from a guest reporting s/he
was not satisfied with the follow up
regarding their criticism of being
overcharged in one of your
restaurants.
 Why was the complaint made?
 Is there a training need?

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3 Reasons to Consider Conducting
an Internal Needs Analysis
1. Employee obsolescence/out-dated –
 Technical advancements, cultural changes, new
systems, computerization
2. Career plateaus
 Need for education and training programs
3. Employee Turnover
 Development plan for new employees

12. 12
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.

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Differences between Training,
Education & Development
 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.
 Education is a lifetime investment. It tends to be
initiated by a person in the area of his/her interest
 Development is a long term investment in human
resources.

16. 16
Learning and Coaching
 Learning: It is the process by which behavior and
attitudes are changed.
 Coaching: Like training, coaching is concerned
with skills, whether they are sporting skills or work
skills. Every top-class athlete has a coach who
works with him or her to improve technique.
 Coaching has always been an important component
of apprenticeship schemes.

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Mentoring
 What coaching is to training, mentoring is to development.
 A mentor is a person who not only improves skills, learning
and performance of a person but also motivates him for
development and progression.
 A mentor is an experienced person other than the
individual’s manager who provides counsel and guidance to
assist the individual in his or her organizational growth.
 It is important that the mentor does not have a line
management relationship with the individual, as that could
cause a conflict of interest.

18. Why to Train???
 Does providing them training mean they are
insufficient to perform well in the
organization?
NO YES
 Training is about making them Company-
Specific & Job-Specific
NO YES

19. 19
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

20. 20
Exercise 2
Rank ASK by difficulty to develop in people
 Attitude
 Skills
 Knowledge
•Easy
•Moderately difficult
•Most difficult

21. 21
Importance of Training
 Maintains qualified products / services
 Achieves high service standards
 Provides information for new comers
 Refreshes memory of old employees
 Achieves learning about new things; technology,
products / service delivery
 Reduces mistakes - minimizing costs
 Opportunity for staff to feedback / suggest improvements
 Improves communication & relationships - better
teamwork

22. 22
Benefits of Training
 Most training is
targeted to ensure
trainees “learn”
something they
apply to their job.

23. Benefits of Training to
Employers and Employees
 Employers:
 Standardisation of Processes and Procedures
 Quality products and High Performance
 Better Customer Satisfaction
 Lesser need of supervision
 Economy of Operations
 Higher Morale & Employee Development
 Better Succession Planning
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24. Benefits of Training to
Employers and Employees
 Employees
 Increasing Confidence
 New Skills/Competency Building
 Career Development
 Adaptability and Resilience to Change
 HSE – Increased Safety
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25. Different Types of Trainings Provided
to Employees
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26. Management Thinking
 •
Whether training should be undertaken at all?
 What objectives is the training activity likely to
satisfy?
 •
Who should impart the training?
 Do we need a separate department for imparting
training to the managers?
 •How training should be imparted to the trainees? •
 How should the results of training be measured?
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27. Designing Effective Trainings
 The training design process refers to a
systematic approach for developing training
programs
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28. Training Design Process
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29. 29
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.

30. 30
Model of the Training Process*
Assessment Stage Training Stage Evaluation Stage
Organizational
Needs Assessment
Task Need Assessment
Development of
Training Objectives
Design & Select
Procedures
Measure Training
Results
Development of
Criteria for Training
Evaluation
Train Compare Results to
Criteria
Feedback
*Goldstein, I. (2002) Training in Organizations 4th Ed.

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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

32. Self Assessment
1. Why employees do not perform well?
2. What is GAP?
3. What is KSA?
4. What is importance of Training?
5. Are there any issues other than training which affect
performance of a company?
6. What is training?
7. What is employee development?
8. Differentiate between training and development.
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33. Strategy impacts training with a strong
influence on determining: (1 of 2)
The amount of training devoted to current or
future job skills
The extent to which training is customized for:
 the particular needs of an employee,
 or developed based on the needs of a team, unit, or
division
Whether training is restricted to specific groups
of employees or open to all employees

34. Strategy impacts training with a strong
influence on determining: (2 of 2)
Whether training is:
 planned and systematically administered, or
 provided only when problems occur, or
 spontaneously as a reaction to what competitors are
doing
The importance placed on training compared to
other human resource management practices
such as selection and compensation

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Phases of Strategic Planning
Phase 1: Identify the organization’s business strategy:
 Mission: Describes the organization’s reason for existence.
 Vision: States the organization’s picture of the future.
 Values: What the organization stands for.
Phase 2: Develop action plans:
 How should the organization attain its vision of the future?
 Goals.
 Objectives.
 Strategies.
Phase 3: Evaluate accomplishments:
 How will the organization know how it is performing?
 Measure results.
 Performance measures.

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The Strategic Training and
Development Process
Noe, 2008

37. ©SHRM 2009
Training as a Competitive Advantage
 Competitiveness:
 An organization’s ability to maintain and gain
market share in a specific industry.
 Competitive advantage:
 A competitive advantage exists when an
organization is able to provide the customer a
better value than the competition. For example,
the ability to produce products at a lower price or
of better quality can create a competitive
advantage.

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Training as a Competitive Advantage
 Training becomes a competitive
advantage when:
 It is linked to business strategy and
organization goals.
 It focuses on the organization’s future.
 Employees are trained in the knowledge,
skills and abilities required to achieve that
future.
 It moves from basic skills to learning,
creating and sharing knowledge.

39. Training Strategy
The direction and scope of the training and development
opportunities developed and provided by the organization for its
employees and other concerned partners: ideally which matches the
training and development provided to both the needs of the
organization and the individual in order to ensure that the
organization can respond to changes in its external environment.
It is a blueprint that needs to support the optimization of the human
resource capital in the organization. It is essential that the training
strategy is aligned to the organization's strategy and enables its
vision to be realized.
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40. Strategic Training
Strategic training links to the organization’s long-term planning and
focuses on the skills and knowledge necessary for employees to
achieve the organization’s goals.
It consists of both formal, planned learning activities, such as
seminars, workshops and organization-sanctioned mentoring
programs, and informal learning that takes place through
spontaneous interactions between employees.
Improves performance toward goals.
Focuses on what is needed and when it is needed.
Formal training enhanced by informal learning.
Learning supported by the organization.
Knowledge transfer:
 Explicit knowledge.
 Tacit knowledge.

41. Implementing T&D Strategy
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42. TRAINING DESIGN
PROCESS & ITS STEPS
TRAINING PROCESS
 The training design process refers to a systematic approach for
developing training programs
STEPS OF TRAINING PROCESS
1. Assessing training needs
2. Preparing Training Plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional/training methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training 42

43. 43
 A TNA is the process to determine whether training to address a performance
gap is necessary.
 Training might be appropriate when the performance issue is a “can’t do”
issue:
 Poor performance (resulting from a knowledge or skill deficiency).
 Lack of basic skills (reading, writing, technology, math skills).
 Legislation or policies requiring new knowledge or skills.
 New technology.
 A customer request for new products or services.
 Higher performance standards.
 Organizations may increase performance standards for certain jobs to comply with new laws
or to achieve a quality or service recognition. For example, implementing total quality
management or a new customer service approach
 New jobs or work redesign due to expansion.
What Is a Training Needs Assessment (TNA)?

44. 44
Role of TNA in the Training Process
 A TNA is the first step in the training process model.
 A TNA will directly influence other steps in the training process (also called
the instructional systems design process). For example, the information
gathered in the learner/person, task and organization analysis will influence
how training is designed, developed, implemented and evaluated.
 TNA assessment involves:
 Organization analysis.
 Task analysis.
 Person/learner analysis.
 When information is not gathered, training may be ill-designed to address the
performance issue.

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WHY IS NEEDS ASSESSMENT NECESSARY?
 Needs Assessment is the first step in the training process, and if it is not
properly conducted any one or more of the following situations could occur:
 Training may be incorrectly used as a solution to a performance problem (when the
solution should deal with employee motivation, job design, or a better communication of
performance expectations).
 Training programs may have the wrong content, objectives, or methods.
 Trainees may be sent to training programs for which they do not have the basic skills,
prerequisite skills, or confidence needed to learn.
 Training will not deliver the expected learning, behavior change, or financial results that
the company expects.
 Money will be spent on training programs that are unnecessary because they are unrelated
to the company’s business strategy.

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Three Types of TNA Analyses
 Organizational Analysis
 To align training with business strategy and to ensure there are
resources and managerial support for training.
 Task Analysis
 To identify the important work-related tasks and knowledge, skills,
behaviors, abilities (KSBAs); determine if the content and activities
are consistent with trainee on-the-job experience; and to develop
measurable and relevant content, objectives and methods.
 Person Analysis
 To ensure that trainees have the basic skills, motivation, prerequisite
skills or confidence.

47. 1) Assessing Training Needs
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48. Who should participate in Need
Analysis
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49. TRAINING NEEDS ANALYSIS
THE PROCESS OF
TRAINING NEED
IDENTIFICATION
WHOSE
RESPONSIBILITY?
 Supervisor?
 Training Specialist?
 Human Resource Manager?
 CEO? •ALL

50. Exercise 3
 Imagine you are the manager of a factory
with 500 workers making ice cream for
export to Europe.
 What information and evidence do you
need before you can say the employees
need training?
 Try to list 5 ideas.
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51. Response to exercise 3
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 Accidents report
 Sick leave report
 Employee compensation
statistics
 Product quality control
report
 Wastage report
 Efficiency report
 Machinery out-of-order
report
 Staff discipline report
 Staff enquiries &
complaints
 Guests complaints
 Refusal of orders made
 Quality of product report
 Market needs & trends
 Demographic data &
background of
employees