Manager support is important for effective transfer of training. Managers should emphasize attendance, application of skills, and opportunities to use new skills. Peer and technological support can also help with transfer. Knowledge management uses tools and processes to create, share, and use knowledge in an organization. This includes technology, directories of employee expertise, and communities of practice. Effective program design considers learner needs, site selection, materials, and self-management skills to promote transfer of training.
To successfully manage human resources, individuals need personal credibility, business knowledge, understanding of the business strategy, technology knowledge, and the ability to deliver HR services.
Human resource management practices should be evidence- based, that is, based on data showing the relationship between the practice and business outcomes related to key company stakeholders (customers, shareholders, employees, community). In addition to contributing to a company’s business strategy, human resource practices are important for helping companies deal with sustainability, globalization, and technology challenges. Global challenges include entering international markets, immigration, and offshoring. Technology challenges include using new technologies to support flexible and virtual work arrangements, high-performance work systems, and developing effective e-HRM practices and human resource information systems.
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.
To successfully manage human resources, individuals need personal credibility, business knowledge, understanding of the business strategy, technology knowledge, and the ability to deliver HR services.
Human resource management practices should be evidence- based, that is, based on data showing the relationship between the practice and business outcomes related to key company stakeholders (customers, shareholders, employees, community). In addition to contributing to a company’s business strategy, human resource practices are important for helping companies deal with sustainability, globalization, and technology challenges. Global challenges include entering international markets, immigration, and offshoring. Technology challenges include using new technologies to support flexible and virtual work arrangements, high-performance work systems, and developing effective e-HRM practices and human resource information systems.
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.
Explained are the 5 steps that are followed in designing a training session, and the various steps of planning and focus on the context of the Training session. This slide brought to you by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
The above presentation on Effective HR is about Implementing Training Programs. The presentation deals with the meaning and significance of Implementation. It explains how to judge various training implementation approaches and understand the training implementation process. This presentation is prepared by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Designing Training Programs is important. The fourth chapter of Effective HR discusses the meaning and significance of training design. In this chapter, Training design models and the factors involved for designing a training program is discussed. Understand the motivation dynamics of trainees and the process of training design from this presentation by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Linkage between performance management, reward management and human resource ...DebarunPaul6
performance management, reward management, human resource development, performance management as a tool of HRD, purpose of reward in performance management, reward system from the perspective of HRD
Explained are the 5 steps that are followed in designing a training session, and the various steps of planning and focus on the context of the Training session. This slide brought to you by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
The above presentation on Effective HR is about Implementing Training Programs. The presentation deals with the meaning and significance of Implementation. It explains how to judge various training implementation approaches and understand the training implementation process. This presentation is prepared by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Designing Training Programs is important. The fourth chapter of Effective HR discusses the meaning and significance of training design. In this chapter, Training design models and the factors involved for designing a training program is discussed. Understand the motivation dynamics of trainees and the process of training design from this presentation by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Linkage between performance management, reward management and human resource ...DebarunPaul6
performance management, reward management, human resource development, performance management as a tool of HRD, purpose of reward in performance management, reward system from the perspective of HRD
Workshop: Setting the Foundations for an Iterative Course Evolution Model – A...Blackboard APAC
Elements of exemplary course design are well documented and readily accessible from various resources. Most notable are the Blackboard Exemplary Course Program (http://bit.ly/2jCURRd) and the Quality Matters Rubrics and Standards (http://bit.ly/2jdtwTG). While these are excellent resources that outlines the goals and standards to improve the learning experience of students in an online or blended course environment, workload associated with its deployment and management is difficult to evaluate.
With increasing strain on teaching and learning support teams within institutions, this exacerbates the challenge faced by instructors and academics of HOW to approach improving their courses in a scalable and manageable way.
This workshop will focus on facilitating participants in the development of a course evolution and management framework. The goal is to guide participants in establishing a unique set of foundations for course design, upon which iterative improvements can be planned and executed in a manageable manner. These can then be mapped against relevant Exemplary Course Design Rubric elements to create short-, mid-, and long-term milestones.
The Buyer's Guide to Technical Training: Optimizing Work Instructions for Job...angelameek4
The Buyer’s Guide to Technical Training provides a comprehensive overview for organizations navigating the complexities of technical training.
Discover how to best align training goals with organizational objectives and learn the key considerations for creating an effective training program.
Here's what you can expect to learn:
-An overview of training program basics and success measures to make sure you've thought of everything
-Insight into language and communication best practices to optimize job training and enablement accessibility
-A deep dive into technology options and considerations for extended reality, virtual reality, augmented reality, spatial computing, interactive instruction platforms, and much more.
The guide encourages organizations to adopt a holistic and learner-centric approach to technical training, leveraging a mix of traditional and advanced technologies while prioritizing safety, competency, and efficiency.
This training presentation is for educational facilitators with no experience facilitating a distance learning program. This presentation will discuss a variety of distance learning theories, concepts, applications, and practices, which will provide you with the necessary tools needed to facilitate learning classes or courses online.
1. ENCOURAGE MANAGER SUPPORT
FOR TRAINING
Manager Support- refers to the degree
to which trainees managers
1.Emphasize the importance of attending
training programs.
2.Stress the application of training
content to the job
3.Provides opportunities for trainee s to
use what they have learned on the job.
3. Peer support-transfer of training can also
be enhanced by a support network among
the trainees.
A support network -is a group of two or
more trainees who agree to meet and
discuss their progress in using learned
capabilities on the job.
4. Opportunity to Use Learned Capabilities
-refers to the extent to which the trainee is
provided with or actively seeks
experiences that allow application of the
newly knowledge, skill and behaviors from
the training program.
Technological Support
-a performance support system is a
computer application that can provide
skills training, information access, and
expert advice, as requested.
5. USING KNOWLEDGE MANAGEMENT FOR
LEARNING AND TRANSFER OF TRAINING
Knowledge Management
- refers to the process of enhancing company
performance by designing and implementing
tools, process ,systems, structures, and
cultures to create, capture ,share and use
knowledge.
6. SEVERAL WAYS TO HELP CREATE, SHARE
AND USE KNOWLEDGE.
1.Use technology, e-mail, and social
networking site.
2. Publish directories that list what
employees do, how they can be
contacted, and the type of knowledge
they have.
3. Develop informational maps that identify
where specifics knowledge is stored in
the company.
7. 4. Create chief information officer (CIO) and
chief learning officer (CLO) positions for
cataloging and facilitating the exchange of
information in the company.
5.Require employees to give presentations
to other employees about what they have
learned from training programs that they
have attended.
6.Allows employees to take time off from
work to acquire knowledge, study
problems, attend training, and use
technology.
8. 7. Create an online library of learning
resources, such as journals, technical
manuals, training opportunities, and video
seminars.
8. Design office space to facilitate interaction
between employees.
9. Creates communities of practice using face
to face meetings, wikis, or blogs for
employees who share a common interest in a
subject.
10. Use “after-action reviews’’ at the end of
each project to review what happened and
9. 11. Story telling can be used to pass on
knowledge.
12. Discuss and record top performers
passion from their jobs, what people need
to know, and what they need to learn.
10. KEYS FOR EFFECTIVE KNOWLEDGE
MANAGEMENT
1. Training and Information Technology
Collaboration
- for knowledge management to be
effective, the training department and
information technology department must
collaborate
2. Create Knowledge Management
leadership Positions
11. 3. Easy to use technology
-Knowledge management systems fail for
two reasons : the technology is too
complicated or companies don’t give
enough consideration to how to motivate
employees to share knowledge.
4.Employee Trust and Willingness to
share information
-trust and a willingness to share
information are key personal factors that
relate to knowledge sharing.
13. Introduction
Training Programs need to include:
❏ Meaningful material
❏ Clear objectives
❏ Practice & Feedback
❏ Learner interaction
❏ Supportive work environment
18. Selecting and
Preparing the
Training Site
Training site - refers to the room
where training will be conducted. A
good training site offers following
features.
19. 1. It is comfortable and
accessible
1. It is quiet, private, and free
from interruptions
1. It has sufficient space for
trainees to move around easily
Selecting and
Preparing the
Training Site
43. How Trainers Can Make
the Training Site
and Instruction
Conductive to Learning
44. Creating a Learning Setting
Before choosing a training room,
consider how the trainees are
expected to learn.
45. For Learning That Requires Suggested Training Rooms
High collaboration, low self-direction Classroom with breakout rooms
Lecture hall with breakout rooms
High collaboration, high self-direction Breakout rooms
Project room
Conference room
Low collaboration, low self-direction Classroom
Computer classroom
Lecture hall
Low collaboration, high self-direction Distance Learning room
Media lab
Computer lab
46. Preparation of Materials
You need to know your content very well. If you
are using computers, videos, the internet,
distance learning, or other technologies, make
sure you know how to work the equipment and
have backup materials incase the technology
fails.
47. Know the Audience: Age, Generation,
and Personality Differences
Trainers need to be aware of the shared values of the
learners that may be based around age, personality, or
other characteristics such as geography or
profession. This will help you use language,
examples, stories, illustrations, and references in
training that the learners can relate to based on their
experiences.
48. Age and Generational Differences
Traditionalist prefer a standard training room
with a stable, orderly learning environment. They
don not like to be put on the spot in front of other
trainees. They value direct presentation of
information an training materials that are
organized logically.
49. Personality
Some companies are using other assessment tools to help
instructors better understand the preference and
characteristics of learners who will be in their courses and
programs.
(Sensing or S) (Introversion I)
(Thinking or T) (Judging J)
(Extroversion E) (Perceiving P)
50.
51. Programs Design Implications for
Transfer of Training
▧ Determine if Focus Is on Near or Far
Transfer
the degree of flexibility and variability in the skills and
knowledge that the learner needs for successful performance
is important to consider in determining the extent to which
the learning environment and learning conditions should
match the job and working conditions.
52. Programs that emphasizes near transfer
should include the following:
▧Trainees need to follow standardize procedures, processes, and checklist.
▧Trainees should be given an explanation as to any differences between
training and work tasks.
▧Trainees should be encouraged to focus only on important differences
between training tasks and work tasks rather than unimportant differences.
▧Trainees should be provided with an explanation of why as well as how the
procedure should be performed to help them understand the concepts behind
the procedure.
▧Behaviors or skills that trainees learn in the program should contribute to
effective performance.
53. Programs that emphasizes far transfer
should include the following:
▧ Teach general concepts, broad principles, or key behaviors
▧ General principles that might apply to a greater set of context that those
presented in the training session.
▧ Provide A list of prompts or questions to help trigger thoughts and questions
sets, such as “How is this similar to problems I have encountered before?” and
“Have I identified the real problem?” This helps trainees see connections
among strategies that have been effective in different situations.
54. Encourage Self-Management
.
One way to prepare
trainees to deal with the
obstacles that they may
face in work
environments is to
provide instruction in
self-management
techniques at the end of
the training program.
55. 4. Discuss coping skills and
strategies.
- Time management
- Setting priorities
- Self-monitoring
- Self-rewards
- Creating a personal support network
5. Identify when lapses are likely.
- Situations
- Actions to deal with lapses
6. Discuss resources to ensure
transfer of skills.
- Manager
- Trainer
- Other trainees
1. Discuss lapses.
- Note evidence of inadequacy
- Provide direction or improvement
2. Identify skills targeted for
transfer.
- Specify the skills
- Make them measurable and
countable
3. Identify personal or environment
factors contributing to lapses.
- Low self-efficacy
- Time pressure
- Lack of manager or peer support
Content of a Sample
Self-Management Module
58. Provide an Overview of the Course
When beginning a course or workshop, it is
important to give learners and idea of the “big
picture” (what will be covered), including the
objectives, timeline, activities, assignments,
and other relevant information.
59. Why Conduct Performance
Review?
Preparing for a Performance
Review
Conduct the Problem Solving
Performance Review
Pay
Developmen
t
Promotio
nTraining
Summarizin
g
And
Closing
Targeting
Objectives Using the Feedback
Active
Listening
Upbeat
Opening
Documented Examples of Good
and Poor Performance
Suggestions for
Improvement
List of Question
Anticipated Reactions and
Response
Current
Goals
Previous
Appraisal
Evaluate Form
Job
Decrepitation
Company Goals
Fig 5.3
A Concept Map for a Course
on Conducting an Effective
Performance Review
60. Help Trainees Retain and Recall Training Content
You need to carefully chunk learning topics into
short sessions no longer than twenty minutes in
length.
This helps refresh and maintain
the learners’ attention
to commit learning
content to memory.
63. Leading a Discussion
Effective discussions are based on clearly defined
goals, topic focus, and time frame, planned
questions, and clear rules for participation.
64. Managing Group Dynamics
To ensure an even distribution of
knowledge or e xpertise in groups, ask
trainees to indicate whether they consider
themselves novice, experienced, or expert in
terms of knowledge about a topic.
65. Curriculum, Course, and Lesson Design
Curriculum- refers to an organized program of study
designed to meet a complex learning objective, such as
preparing a learner to become a salesperson, certified
computer network technician, licensed nurse, or manager.
Course (Program)- usually covers more specific learning
objectives and addresses a more limited number of
competencies or skills.
66. Curriculum Road Map
Refers to a figure showing all of the courses in a
curriculum.
1. A brief statement of the course purpose,
including why the course is important.
2. Prerequisites skills needed for the course.
3. Learning objectives or competencies covered
by the course and a supporting or enabling
objective.
4. The format of the content and course
expectations.
5. Delivery method for the content.
67. Design Document
Table 5.4
Design Document Template
Purpose: To prepare managers to conduct effective performance review
sessions with their direct reports
Goals: Managers will be able to conduct a performance review session using
the problem-solving approach
Target audience: Managers
Training Time: 1 day
Method: Lecture, video, role-plays
Number of participants per session: 20-25
Locations: Various
Prerequisites: None
Problems and opportunities: New performance appraisal system introduced;
manager dislikes conducting feedback sessions
Instructor: Caroline O’Connelll and Facilitator
TABLE 5.5
Design
Document