Training %26 development

TRAINING & DEVELOPMENTTRAINING & DEVELOPMENT
PRESENTED BYPRESENTED BY
IJAZ NISARIJAZ NISAR

TRAINING DEFINEDTRAINING DEFINED
TRAININGTRAINING is a learning process thatis a learning process that
involves the acquisition ofinvolves the acquisition of
knowledge, sharpening of skills,knowledge, sharpening of skills,
concepts, rules, or changing ofconcepts, rules, or changing of
attitudes and behaviours to enhanceattitudes and behaviours to enhance
the performance of employees.the performance of employees.

DEVELOPMENT DEFINEDDEVELOPMENT DEFINED
DEVELOPMENT,DEVELOPMENT, on the other hand,on the other hand,
helps the individual handle futurehelps the individual handle future
responsibilities, with less emphasisresponsibilities, with less emphasis
on present job duties.on present job duties.

Need and basic purposes ofNeed and basic purposes of
trainingtraining
To Increase ProductivityTo Increase Productivity
To Improve QualityTo Improve Quality
To Help a Company Fulfil Its FutureTo Help a Company Fulfil Its Future
Personnel NeedsPersonnel Needs
To Improve Organizational ClimateTo Improve Organizational Climate
To Improve Health and SafetyTo Improve Health and Safety
Obsolescence PreventionObsolescence Prevention
Personal GrowthPersonal Growth

The Benefits of TrainingThe Benefits of Training
How Training Benefits the OrganisationHow Training Benefits the Organisation
 Leads to improved profitability and/or moreLeads to improved profitability and/or more
positive attitudes towards profit orientation.positive attitudes towards profit orientation.
 Improves the job knowledge and skills atImproves the job knowledge and skills at
all levels of the organization.all levels of the organization.
 Improves the morale of the work force.Improves the morale of the work force.
 Helps people identify with organisationalHelps people identify with organisational
goals.goals.
 Helps create a better corporate image.Helps create a better corporate image.

 Aids in organisational development.Aids in organisational development.
 Helps prepare guidelines for work.Helps prepare guidelines for work.
 Aids in understanding and carryingAids in understanding and carrying
out organisational policies.out organisational policies.
 Provides information for future needsProvides information for future needs
in all areas of the organisation.in all areas of the organisation.
Organization gets more effectiveOrganization gets more effective
decision making and problem solving.decision making and problem solving.
Aids in developing leadership skills,Aids in developing leadership skills,
motivation, loyalty, better attitudes,motivation, loyalty, better attitudes,
and other aspects that successfuland other aspects that successful
workers and managers usually display.workers and managers usually display.

 Aids in increasing productivity and/orAids in increasing productivity and/or
quality of work.quality of work.
 Helps keep costs down in manyHelps keep costs down in many
areas, e.g., production, personnel,areas, e.g., production, personnel,
administration, etc.administration, etc.
 Develops a sense of responsibility toDevelops a sense of responsibility to
the organisation for being competentthe organisation for being competent
and knowledgeable.and knowledgeable.
Improves labour-managementImproves labour-management
relations and creates an appropriaterelations and creates an appropriate
climate for growth, communication.climate for growth, communication.

Reduces outside consulting costs byReduces outside consulting costs by
utilising competent internal consulting.utilising competent internal consulting.
 Stimulates preventive managementStimulates preventive management
as opposed to putting out fires.as opposed to putting out fires.
 Eliminates sub-optimal behaviour.Eliminates sub-optimal behaviour.
 Helps employees adjust to change.Helps employees adjust to change.
Aids in handling conflict, therebyAids in handling conflict, thereby
helping to prevent stress and tension.helping to prevent stress and tension.

Benefits to the IndividualBenefits to the Individual
 Helps the individual in making betterHelps the individual in making better
decisions and effective problem solvingdecisions and effective problem solving
Through training and development,Through training and development,
motivational variables of recognition,motivational variables of recognition,
achievement, growth, responsibility andachievement, growth, responsibility and
advancement are internalised andadvancement are internalised and
operationalised.operationalised.
Aids in encouraging and achievingAids in encouraging and achieving
self-development and self-confidence.self-development and self-confidence.

 Helps a person handle stress,Helps a person handle stress,
tension, frustration and conflict.tension, frustration and conflict.
 Provides information forProvides information for
improving leadership knowledge,improving leadership knowledge,
communication skills, and attitudes.communication skills, and attitudes.
 Increases job satisfaction andIncreases job satisfaction and
recognition.recognition.
 Moves a person towards personalMoves a person towards personal
goals while improving interaction skills.goals while improving interaction skills.
 Satisfies personal needs of theSatisfies personal needs of the
trainee.trainee.

 Provides trainee an avenue forProvides trainee an avenue for
growth and a say in his/her owngrowth and a say in his/her own
future.future.
Develops a sense of growth inDevelops a sense of growth in
learning.learning.
 Helps a person develop speakingHelps a person develop speaking
and listening skills; also writingand listening skills; also writing
skills when exercises are required.skills when exercises are required.
Helps eliminate fear inHelps eliminate fear in
attempting new tasks.attempting new tasks.

Benefits in Intra and Inter-Benefits in Intra and Inter-
group Relationsgroup Relations
Improves communication betweenImproves communication between
groups and individuals.groups and individuals.
 Improves interpersonal skills.Improves interpersonal skills.
Makes organisation policies, rules andMakes organisation policies, rules and
regulations viable.regulations viable.
 Improves morale.Improves morale.
 Builds cohesiveness in groups.Builds cohesiveness in groups.
 Provides a good climate for learning,Provides a good climate for learning,
growth, and coordinationgrowth, and coordination..
Makes the organisation a better place toMakes the organisation a better place to
work.work.

Training ConceptsTraining Concepts
AbilityAbility:: The physical and mental capacityThe physical and mental capacity
to perform a task.to perform a task.
Action learning:Action learning: Training method thatTraining method that
involves giving teams or work groups ainvolves giving teams or work groups a
problem, having them work on solving itproblem, having them work on solving it
and committing to an action plan, andand committing to an action plan, and
then holding them accountable forthen holding them accountable for
carrying out the plan.carrying out the plan.
Action plan:Action plan:A written document detailingA written document detailing
steps that a trainee and his manager willsteps that a trainee and his manager will
take to ensure that training transfers totake to ensure that training transfers to
the jobthe job

Action planning:Action planning: An employee’s processAn employee’s process
of determining how he will achieve hisof determining how he will achieve his
short-and long-term career goals.short-and long-term career goals.
Assessment:Assessment: The collecting ofThe collecting of
information and providing of feedback toinformation and providing of feedback to
employees about their behavioremployees about their behavior
communication style, or skills.communication style, or skills.
Assessment center:Assessment center: A process in whichA process in which
multiple rates or evaluators (also knownmultiple rates or evaluators (also known
as assessors) evaluate employees,as assessors) evaluate employees,
performances on a number of exercises.performances on a number of exercises.

Attitude:Attitude: Combination of beliefs and feelings thatCombination of beliefs and feelings that
predispose a person to behave in a certain way.predispose a person to behave in a certain way.
Attitude awareness and change program:Attitude awareness and change program:
Program focusing on increasing employees’Program focusing on increasing employees’
awareness of their attitudes toward differences inawareness of their attitudes toward differences in
cultural and ethic backgrounds, physicalcultural and ethic backgrounds, physical
characteristics (e.g., disabilities), and personalcharacteristics (e.g., disabilities), and personal
characteristics that influence behavior towardscharacteristics that influence behavior towards
others.others.
Basic skills:Basic skills: Skills necessary for employees toSkills necessary for employees to
perform their jobs and learn the content ofperform their jobs and learn the content of
training programs.training programs.

Behavior based conflict:Behavior based conflict: Conflict occurringConflict occurring
when an employee’s behavior in work roles is notwhen an employee’s behavior in work roles is not
appropriate in non-work roles.appropriate in non-work roles.
Behavior based program:Behavior based program: Program focusing onProgram focusing on
changing the organization policies and individualchanging the organization policies and individual
behaviors that inhibit employees’ personal growthbehaviors that inhibit employees’ personal growth
and productivity.and productivity.
Behavior modeling:Behavior modeling: A training method inA training method in
which trainees are presented with a modelwhich trainees are presented with a model
who demonstrates key behaviors towho demonstrates key behaviors to
replicate and provides them with thereplicate and provides them with the
opportunity to practice those key behaviorsopportunity to practice those key behaviors

Benchmarking:Benchmarking: The use of informationThe use of information
about other companies’ training practicesabout other companies’ training practices
to help determine the appropriate type,to help determine the appropriate type,
level, and frequency gains from a traininglevel, and frequency gains from a training
program.program.
Benchmarks:Benchmarks: A research instrumentA research instrument
designed to measure important factors indesigned to measure important factors in
being a successful manager.being a successful manager.
Benefits:Benefits: What of value the companyWhat of value the company
gains from a training program.gains from a training program.

Blended learning:Blended learning: Learning involving aLearning involving a
combination of online learning, face-to-combination of online learning, face-to-
face instruction, and other methods.face instruction, and other methods.
Career:Career: The pattern of work relatedThe pattern of work related
experiences that span the course of aexperiences that span the course of a
person’s life.person’s life.
Career development:Career development: The process byThe process by
which employees’ progress through awhich employees’ progress through a
series of stages, each characterized by aseries of stages, each characterized by a
different set of developmental tasks,different set of developmental tasks,
activities, and relationships.activities, and relationships.

Career insight:Career insight: The degree to whichThe degree to which
employees know about theiremployees know about their
interests as well as their skillsinterests as well as their skills
strengths and weaknesses, thestrengths and weaknesses, the
awareness of how these perceptionsawareness of how these perceptions
relate to their career goals.relate to their career goals.

Career managementCareer management:: The process throughThe process through
which employeeswhich employees
Become aware of their interests, values,Become aware of their interests, values,
strengths, and weaknessesstrengths, and weaknesses
Get information about job opportunities within aGet information about job opportunities within a
companycompany
Identify career goalsIdentify career goals
Establish action plans to achieve career goalsEstablish action plans to achieve career goals
Career path:Career path: A sequence of job positionsA sequence of job positions
involving similar types of work and skills thatinvolving similar types of work and skills that
employees move through in company.employees move through in company.

Case studyCase study:: A description of howA description of how
employees or an organization dealt with aemployees or an organization dealt with a
situation.situation.
ChangeChange:: The adoption of a new idea orThe adoption of a new idea or
behavior by a companybehavior by a company
Change managementChange management:: The process ofThe process of
ensuring that new interventions such asensuring that new interventions such as
training practices are accepted and usedtraining practices are accepted and used
by employees and managers.by employees and managers.

CoachCoach:: A peer or manager who worksA peer or manager who works
with an employee to motivate him,with an employee to motivate him,
develop skills, and provide reinforcementdevelop skills, and provide reinforcement
and feedback.and feedback.
Cognitive abilityCognitive ability:: Outcomes used toOutcomes used to
measure what knowledge trainees learnedmeasure what knowledge trainees learned
in a training program.in a training program.
CompetencyCompetency:: An area of personalAn area of personal
capability that enables an employee tocapability that enables an employee to
perform his job.perform his job.

CompetencyCompetency model:model: A model identifyingA model identifying
the competencies necessary for each jobthe competencies necessary for each job
as well as the knowledge, skills, behavior,as well as the knowledge, skills, behavior,
and personal characteristics underlyingand personal characteristics underlying
each competency.each competency.
Competitive advantageCompetitive advantage:: An upper handAn upper hand
over other firms in an industry.over other firms in an industry.
CompetitivenessCompetitiveness:: A company’s ability toA company’s ability to
maintain and gain market share in anmaintain and gain market share in an
industry.industry.

Computer based training (CBT):Computer based training (CBT): An interactiveAn interactive
training experience in which the computertraining experience in which the computer
provides the learning stimulus, the trainee mustprovides the learning stimulus, the trainee must
respond, and the computer analyzes responsesrespond, and the computer analyzes responses
and provides feedback to the trainee.and provides feedback to the trainee.
Continuous learningContinuous learning:: A learning system inA learning system in
which employees are required to understand thewhich employees are required to understand the
entire work system including the relationshipentire work system including the relationship
among their jobs, their work units, and theamong their jobs, their work units, and the
company. Also, employees are expected tocompany. Also, employees are expected to
acquire new skills and knowledge, apply them onacquire new skills and knowledge, apply them on
the job, and share this information with fellowthe job, and share this information with fellow
workers.workers.

Cost benefit analysisCost benefit analysis:: The process ofThe process of
determining the economic benefits of adetermining the economic benefits of a
training program using accountingtraining program using accounting
methods.methods.
Course objectivesCourse objectives (lesson objectives):(lesson objectives):
The expected behaviors, content,The expected behaviors, content,
conditions, and standards of a trainingconditions, and standards of a training
course or lesson; more specific thancourse or lesson; more specific than
program objectives.program objectives.
Course parametersCourse parameters:: General informationGeneral information
about a training program includingabout a training program including

Criterion deficiencyCriterion deficiency:: The failure toThe failure to
measure training outcomes that weremeasure training outcomes that were
emphasized in training objectives.emphasized in training objectives.
Cross trainingCross training:: Training method in whichTraining method in which
team members understand and practiceteam members understand and practice
each other’s skills so that members areeach other’s skills so that members are
prepared to step in and take anotherprepared to step in and take another
member’s place should he temporarily ormember’s place should he temporarily or
permanently leave the team. Also, morepermanently leave the team. Also, more
simply, training employees to learn thesimply, training employees to learn the
skills of one or several additional jobs.skills of one or several additional jobs.

Culture:Culture: A set of assumptions groupA set of assumptions group
members share about the world andmembers share about the world and
how it works as well as ideals worthhow it works as well as ideals worth
striving for.striving for.

Development:Development: Formal education, jobFormal education, job
experiences, relationships, and assessments ofexperiences, relationships, and assessments of
personality and abilities that help employeespersonality and abilities that help employees
prepare for the future.prepare for the future.
Distance learningDistance learning:: Training method in whichTraining method in which
geographically dispersed companies providegeographically dispersed companies provide
information about new products, policies, orinformation about new products, policies, or
procedures as well as skills training and expertprocedures as well as skills training and expert
lectures to field locations.lectures to field locations.
E learningE learning:: Instruction and delivery of trainingInstruction and delivery of training
by computer online through the Internet or Web.by computer online through the Internet or Web.

EmpowermentEmpowerment:: Giving employeeGiving employee
responsibility and authority toresponsibility and authority to
make decisions regardingmake decisions regarding
product development orproduct development or
customer servicecustomer service

Evaluation design:Evaluation design: Designation of whatDesignation of what
information is to be collected, from whom,information is to be collected, from whom,
when, and how to determine training’swhen, and how to determine training’s
effectiveness.effectiveness.
FeedbackFeedback:: Information employees receiveInformation employees receive
while they are performing concerning howwhile they are performing concerning how
well they are meeting objectives.well they are meeting objectives.
Formative evaluationFormative evaluation:: EvaluationEvaluation
conducted to improve the trainingconducted to improve the training
process. Usually conducted before andprocess. Usually conducted before and
during the training processduring the training process

Glass ceiling:Glass ceiling: A barrier to advancementA barrier to advancement
to an organization’s higher levels.to an organization’s higher levels.
GoalGoal:: What a company hopes to achieveWhat a company hopes to achieve
in the medium-to-long-term future.in the medium-to-long-term future.
Goal orientation:Goal orientation: A trainee’s goals in aA trainee’s goals in a
learning situationlearning situation..
Goal setting:Goal setting: An employee’s process ofAn employee’s process of
developing short-and long-term careerdeveloping short-and long-term career
objectives.objectives.

Group mentoring programGroup mentoring program:: Program in which aProgram in which a
successful senior employee is paired with a groupsuccessful senior employee is paired with a group
of four to six less experienced protégés to helpof four to six less experienced protégés to help
them understand the organization, guide them inthem understand the organization, guide them in
analyzing their experiences, and help them clarifyanalyzing their experiences, and help them clarify
career directions.career directions.
Hands-on method:Hands-on method: Training method in whichTraining method in which
the trainee is actively involved in learning.the trainee is actively involved in learning.
High-leverage trainingHigh-leverage training:: Training that uses anTraining that uses an
instructional design process to ensure that itinstructional design process to ensure that it
is effective and that compares oris effective and that compares or
benchmarks the company’s trainingbenchmarks the company’s training
programs against other companies’programs against other companies’

High-potential employee:High-potential employee: An employee whomAn employee whom
the company believes is capable of succeeding inthe company believes is capable of succeeding in
a higher-level managerial position.a higher-level managerial position.
Human resource management:Human resource management: The policies,The policies,
practices, and systems that influence employees’practices, and systems that influence employees’
behavior, attitudes, and performance.behavior, attitudes, and performance.
Human resource managementHuman resource management (HRM)(HRM)
practices:practices: Management activities relating toManagement activities relating to
investments in staffing, performanceinvestments in staffing, performance
management, training, and compensation andmanagement, training, and compensation and
benefits.benefits.

Human resource planning:Human resource planning: The identification,The identification,
analysis, forecasting, and planning of changesanalysis, forecasting, and planning of changes
needed in a company’s human resources area.needed in a company’s human resources area.
Intellectual capital:Intellectual capital: Cognitive knowledge,Cognitive knowledge,
advanced skills, system understanding andadvanced skills, system understanding and
creativity, and self motivated creativity.creativity, and self motivated creativity.
Intellectual skillsIntellectual skills:: Mastery of concepts andMastery of concepts and
rules.rules.
Internet-based trainingInternet-based training:: Training delivered onTraining delivered on
public or private computer networks andpublic or private computer networks and
displayed by a web browser.displayed by a web browser.
Intranet based trainingIntranet based training:: Training deliveredTraining delivered
using a company’s own computer network orusing a company’s own computer network or
server.server.

Job:Job: A specific position requiringA specific position requiring
completion of certain tasks.completion of certain tasks.
Job analysis:Job analysis: The process of developing aThe process of developing a
description of the job (duties, tasks, anddescription of the job (duties, tasks, and
responsibilities) and the specificationsresponsibilities) and the specifications
(knowledge, skills and abilities) that an(knowledge, skills and abilities) that an
employee must have to perform it.employee must have to perform it.
Job enlargement:Job enlargement: The adding ofThe adding of
challenges or new responsibilities to anchallenges or new responsibilities to an
employee’s current job.employee’s current job.

Job experience:Job experience: The relationship, problems,The relationship, problems,
demands, tasks, and other features that andemands, tasks, and other features that an
employee faces on the job.employee faces on the job.
Key behavior:Key behavior: One of a set of behaviors that isOne of a set of behaviors that is
necessary to complete a task. Important part ofnecessary to complete a task. Important part of
behavior modeling training.behavior modeling training.
Knowledge:Knowledge: Facts or procedures. WhatFacts or procedures. What
individuals or teams of employees know or knowindividuals or teams of employees know or know
how to do (human and social knowledge); also ahow to do (human and social knowledge); also a
company’s rules, processes, tools, and routinescompany’s rules, processes, tools, and routines
(structured knowledge).(structured knowledge).

Knowledge management:Knowledge management: The process ofThe process of
enhancing company performance by designingenhancing company performance by designing
and implementing tools, processes, systems,and implementing tools, processes, systems,
structures, and cultures to improve the creating,structures, and cultures to improve the creating,
sharing, and use of knowledge.sharing, and use of knowledge.
Knowledge workers:Knowledge workers: Employees who own theEmployees who own the
means of producing a product or service. Thesemeans of producing a product or service. These
employees have a specialized body of knowledgeemployees have a specialized body of knowledge
or expertise, which they use to perform their jobsor expertise, which they use to perform their jobs
and contribute to company effectiveness.and contribute to company effectiveness.

Learning:Learning: A relatively permanent changeA relatively permanent change
in human capabilities that does not resultin human capabilities that does not result
from growth processes.from growth processes.
Learning organization:Learning organization: A company thatA company that
has an enhanced capacity to learn, adapt,has an enhanced capacity to learn, adapt,
and change; an organization whoseand change; an organization whose
employees continuously attempt to learnemployees continuously attempt to learn
new things and then apply what they havenew things and then apply what they have
learned to improve product or servicelearned to improve product or service
quality.quality.

Lecture:Lecture: Training method in which theTraining method in which the
trainer communicates through spokentrainer communicates through spoken
words that trainees are supposed to learn.words that trainees are supposed to learn.
Manager support:Manager support: Trainee’s managers.Trainee’s managers.
Emphasizing the importance of attendingEmphasizing the importance of attending
training programstraining programs
Stressing the application of trainingStressing the application of training
content on the job.content on the job.
Mentor:Mentor: An experienced, productiveAn experienced, productive
senior employee who helps develop a lesssenior employee who helps develop a less
experienced employee (a protégé).experienced employee (a protégé).

Metacognition:Metacognition: A learning strategyA learning strategy
whereby trainees direct their attention towhereby trainees direct their attention to
their own learning process.their own learning process.
Mission:Mission: A company’s long-term reasonA company’s long-term reason
for existing.for existing.
Modeling:Modeling: Having employees who haveHaving employees who have
mastered the desired learning outcomesmastered the desired learning outcomes
demonstrate them for trainees.demonstrate them for trainees.
Motivation to learn:Motivation to learn: A trainee’s desire toA trainee’s desire to
learn the content of a training program.learn the content of a training program.

Motor skills:Motor skills: Coordination of physicalCoordination of physical
movements.movements.
Multimedia trainingMultimedia training:: Training that combinesTraining that combines
audiovisual training methods with computeraudiovisual training methods with computer
based training.based training.
Near transfer:Near transfer: A trainee’s ability to applyA trainee’s ability to apply
learned capabilities exactly to the work situation.learned capabilities exactly to the work situation.
Need:Need: A deficiency that a person is experiencingA deficiency that a person is experiencing
at any point in times.at any point in times.
Needs assessment:Needs assessment: The process used toThe process used to
determine if training is necessary. The first stepdetermine if training is necessary. The first step
in the instrumental system design model.in the instrumental system design model.

Norms:Norms: Accepted standards of behavior forAccepted standards of behavior for
workgroup members.workgroup members.
Objective:Objective: The purpose and expected outcomeThe purpose and expected outcome
of training activities.of training activities.
Obsolescence:Obsolescence: A reduction in an employee’sA reduction in an employee’s
competence resulting from a lack of knowledge ofcompetence resulting from a lack of knowledge of
new work processes, techniques, andnew work processes, techniques, and
technologies that have developed since hetechnologies that have developed since he
completed his education.completed his education.
On-the-job trainingOn-the-job training (OJT):(OJT): Training in whichTraining in which
new or inexperienced employees learn throughnew or inexperienced employees learn through
first observing peers or managers performing thefirst observing peers or managers performing the
job and then trying to imitate their behavior.job and then trying to imitate their behavior.

Opportunity to perform:Opportunity to perform: The chance to useThe chance to use
learned capabilities.learned capabilities.
Organization development:Organization development: A planned,A planned,
systematic change process that uses behavioralsystematic change process that uses behavioral
sciences knowledge and techniques to improve asciences knowledge and techniques to improve a
company’s effectiveness by improvingcompany’s effectiveness by improving
relationships and increasing learning andrelationships and increasing learning and
problems solving capabilities.problems solving capabilities.
Organizational analysis:Organizational analysis: Training analysisTraining analysis
involving determining the appropriateness ofinvolving determining the appropriateness of
training, considering the context in which trainingtraining, considering the context in which training
will occur.will occur.

Organizational socialization:Organizational socialization: The process ofThe process of
transforming new employees into effectivetransforming new employees into effective
company members. Its phases are anticipatorycompany members. Its phases are anticipatory
socialization, encounter, and settling in.socialization, encounter, and settling in.
Organizing:Organizing: A learning strategy that requiresA learning strategy that requires
the learner to find similarities and themes in thethe learner to find similarities and themes in the
training materials.training materials.
Outsourcing:Outsourcing: The use of external supplies toThe use of external supplies to
provide training services.provide training services.
Perception:Perception: The ability to organize a messageThe ability to organize a message
from the environment so that it can be processedfrom the environment so that it can be processed
and acted upon.and acted upon.

Performance appraisal:Performance appraisal: The process ofThe process of
measuring an employee’s performance.measuring an employee’s performance.
Person analysis:Person analysis:
Training analysis involvingTraining analysis involving
Determining whether performanceDetermining whether performance
deficiencies result from lack of knowledge,deficiencies result from lack of knowledge,
skill, or ability or else from a motivationalskill, or ability or else from a motivational
or work-design problem.or work-design problem.
Identifying who needs training,Identifying who needs training,
Determining employees’ readiness forDetermining employees’ readiness for
trainingtraining

Person characteristics:Person characteristics: An employee’sAn employee’s
knowledge, skill, ability, behavior, or attitude.knowledge, skill, ability, behavior, or attitude.
Practice:Practice: An employee’s demonstration of aAn employee’s demonstration of a
learned capability; the physical or mentallearned capability; the physical or mental
rehearsal of a task, knowledge, or skill to achieverehearsal of a task, knowledge, or skill to achieve
proficiency in performing the task or skill orproficiency in performing the task or skill or
demonstrating the knowledge.demonstrating the knowledge.
Pretest/posttest:Pretest/posttest: An evaluation design in whichAn evaluation design in which
both pretraining and post training outcomesboth pretraining and post training outcomes
measures are collected.measures are collected.
Pretraining measure:Pretraining measure: A baseline measure ofA baseline measure of
outcomes.outcomes.

Program design:Program design: The organization andThe organization and
coordination of the training program.coordination of the training program.
Program Objectives:Program Objectives: Broad summaryBroad summary
statements of a program’s purpose.statements of a program’s purpose.
Psychological success:Psychological success: A feeling of pride andA feeling of pride and
accomplishment that comes from achieving lifeaccomplishment that comes from achieving life
goals.goals.
Reaction outcomes:Reaction outcomes: A trainee’s perceptions of aA trainee’s perceptions of a
training program, including perceptions of thetraining program, including perceptions of the
facilities, trainers, and content.facilities, trainers, and content.
Readability:Readability: Written materials’ level of difficulty.Written materials’ level of difficulty.

Readiness for training:Readiness for training: The condition ofThe condition of
Employees having theEmployees having the personalpersonal
characteristicscharacteristics necessary to learn programnecessary to learn program
content and apply it on the job andcontent and apply it on the job and
TheThe work environmentwork environment facilitation learningfacilitation learning
and not interfering with performance.and not interfering with performance.
Reengineering:Reengineering: A complete review and redesignA complete review and redesign
of critical processes to make them more efficient andof critical processes to make them more efficient and
able to deliver higher quality.able to deliver higher quality.
Structure/Structure/ Process/InnovationProcess/Innovation
Re-Structuring / Re-inventing …Small/Better/DifferentRe-Structuring / Re-inventing …Small/Better/Different

Rehearsal:Rehearsal: A learning strategy focusingA learning strategy focusing
on learning through repetitionon learning through repetition
(memorization).(memorization).
Self-Management:Self-Management: Person’s attempt toPerson’s attempt to
control certain aspects of his decision-control certain aspects of his decision-
making and behavior.making and behavior.
Simulation:Simulation: A training method thatA training method that
represents a real life situation, withrepresents a real life situation, with
trainees’ decisions resulting in outcomestrainees’ decisions resulting in outcomes
that mirror what would happen if theythat mirror what would happen if they
were on the job.were on the job.

Skill:Skill: Competency in performing a task.Competency in performing a task.
Skill-based outcomes:Skill-based outcomes: Outcomes used toOutcomes used to
assess the level of technical or motor skills orassess the level of technical or motor skills or
behavior; include skill acquisition or learning andbehavior; include skill acquisition or learning and
on-the-job use of skills.on-the-job use of skills.
Social learning theorySocial learning theory:: Theory emphasizingTheory emphasizing
that people learn by observing other personsthat people learn by observing other persons
(models) who they believe are credible and(models) who they believe are credible and
knowledgeable.knowledgeable.
Social support:Social support: Feedback and reinforcementFeedback and reinforcement
from managers and peers.from managers and peers.
Socialization:Socialization: Sharing tacit knowledge bySharing tacit knowledge by
sharing experiences.sharing experiences.

Stakeholders:Stakeholders: The parties with an interest in aThe parties with an interest in a
company’s success (include shareholders,company’s success (include shareholders,
employees, customers, and the community).employees, customers, and the community).
Subject matter expert (SME):Subject matter expert (SME): Person who isPerson who is
knowledgeable ofknowledgeable of
Training issue,Training issue,
Knowledge, skills, and abilities required for taskKnowledge, skills, and abilities required for task
performance,performance,
Necessary equipment, andNecessary equipment, and
Conditions under which tasks have to beConditions under which tasks have to be
performedperformed
Summative evaluation:Summative evaluation: Evaluation of theEvaluation of the
extent that trainees have changed as -a result ofextent that trainees have changed as -a result of
participating in a training program.participating in a training program.

Synchronous communication:Synchronous communication:
Communication in which trainers, experts,Communication in which trainers, experts,
and learners interact with each other liveand learners interact with each other live
and in real time in the same way as theyand in real time in the same way as they
would in face to face classroomwould in face to face classroom
instruction.instruction.
Team leader training:Team leader training: Training that aTraining that a
team manager or facilitator receives.team manager or facilitator receives.
Team training:Team training: Training method thatTraining method that
involves coordinating the performances ofinvolves coordinating the performances of
individuals who work together to achieve aindividuals who work together to achieve a
common goal.common goal.

Trainee characteristics:Trainee characteristics: The abilities andThe abilities and
motivation that affect learning.motivation that affect learning.
Training:Training: A company’s planned effort to facilitateA company’s planned effort to facilitate
employees’ learning of job-related competencies.employees’ learning of job-related competencies.
Training administration:Training administration: Coordination ofCoordination of
activities before, during, and after a trainingactivities before, during, and after a training
program.program.
Training context:Training context: The physical, intellectual, andThe physical, intellectual, and
emotional environment in which training occurs.emotional environment in which training occurs.
Training design:Training design: Characteristics of the learning,Characteristics of the learning,
and enabling environment.and enabling environment.

Training design process:Training design process: A systematicA systematic
approach to development trainingapproach to development training
programs. Its six steps include conductingprograms. Its six steps include conducting
needs assessment, ensuring employees’needs assessment, ensuring employees’
readiness for training, creating a learningreadiness for training, creating a learning
environment, ensuring transfer of training,environment, ensuring transfer of training,
selecting training methods, and evaluatingselecting training methods, and evaluating
training programs.training programs.
Training effectiveness:Training effectiveness: Benefits that aBenefits that a
company and its trainees receive fromcompany and its trainees receive from
training.training.

Training evaluation:Training evaluation: The process of collectingThe process of collecting
the outcomes needed to determine if training hasthe outcomes needed to determine if training has
been effective.been effective.
Training outcomesTraining outcomes (Criteria):(Criteria): Measures that aMeasures that a
company and its trainer use to evaluate trainingcompany and its trainer use to evaluate training
programs.programs.
Training site:Training site: The place where training isThe place where training is
conducted.conducted.
Transfer of training:Transfer of training: Trainees’ applying learnedTrainees’ applying learned
capabilities gained in training to their jobs.capabilities gained in training to their jobs.
Work environment:Work environment: On-the-job factors thatOn-the-job factors that
influence transfer of training.influence transfer of training.

Training %26 development

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