The document outlines a training and development presentation which discusses why training is important for organizations, defines the concepts of training needs analysis and the systematic approach to training. It provides examples and exercises to illustrate the 9 steps in the training process from assessing needs to planning future training.
Training is important for organizations to maintain qualified services, achieve standards, and reduce mistakes. A systematic approach to training involves assessing needs, preparing a plan with objectives, designing the program, selecting methods, implementing, evaluating, and planning future training. Key steps include analyzing performance gaps, ranking what employees need to know, and specifying measurable objectives. Effective methods vary based on the topic but may include on-the-job or off-the-job approaches like role-playing or games. Evaluation ensures training is effective and informs future improvements.
This document discusses training and development in organizations. It begins by outlining why training is important for maintaining qualified staff and services. It then defines training and differentiates it from education and development. A systematic nine step process for effective training is outlined, including assessing needs, setting objectives, designing the program, implementation, and evaluation. Key concepts in preparing training plans and lesson plans are also discussed.
This document discusses training and development in organizations. It explains that training is important for maintaining qualified services, achieving standards, and reducing mistakes. A systematic approach to training involves assessing needs, preparing a plan, setting objectives, designing the program, selecting methods, implementation, and evaluation. The ideal training process has 9 steps: needs assessment, preparation, objectives, design, method selection, completion, implementation, evaluation, and future planning. Effective training methods depend on the topic and can include on-the-job or off-the-job approaches.
This document outlines a training presentation on training and development. It discusses why training is important for organizations and describes a systematic nine-step approach to training. This includes assessing training needs, preparing a training plan, setting objectives, designing the program, selecting instructional methods, implementation, evaluation, and planning future training. Several examples are provided to illustrate applying the training process. The goal is for participants to understand the importance of training and be able to explain the nine steps in the training process.
This document provides an overview of training and development principles for staff. It discusses why training is important, defines key concepts like the ASK model of addressing attitudes, skills and knowledge, and outlines a nine step process for developing and implementing training programs. Examples are provided for each step, including assessing needs, creating objectives and lesson plans, and evaluating impact. A variety of training methods are also described. The overall document serves as a guide for human resources professionals to systematically plan and deliver effective training that improves organizational performance.
This document discusses training and development. It begins by outlining the learning objectives, which are to describe the importance of training, distinguish it from education and development, define the ASK concept of addressing attitudes, skills and knowledge, list the nine steps in the training process, and develop a training lesson plan. It then discusses why organizations need training using the gap concept to show the difference between expected and actual performance. It outlines reasons for conducting a training needs analysis and the importance and benefits of training. Key aspects of training covered include definitions of training, education, and development; the ASK concept; principles of learning; and a nine step model for the systematic training process.
This document discusses training and development (T&D) in organizations. It addresses:
- T&D as a core human resource function, including training, development, and performance evaluation.
- The difference between training, which focuses on present job skills, and development, which has a longer-term focus beyond current roles.
- Key factors that influence T&D, such as management support, technology changes, and learning styles.
- The typical T&D process, including determining needs, setting objectives, implementing programs, and evaluating outcomes.
Designing a Training Program: A Training Manager's Dilemmaanam_patel
This document describes a case study about a training manager, Mr. Sunit Verma, designing a training program for first-line managers at his company. A training needs analysis found that the managers lacked advanced selling skills, team management skills, and coaching skills. Mr. Verma identified topics and facilitators and planned a lecture-based program. However, the VP of HR, Mr. Prasad, noted that the managers had 10 years of experience on average so a purely lecture-based program may not motivate or help them internalize the training. Mr. Prasad suggested changes to the training design to engage experienced adult learners.
Training is important for organizations to maintain qualified services, achieve standards, and reduce mistakes. A systematic approach to training involves assessing needs, preparing a plan with objectives, designing the program, selecting methods, implementing, evaluating, and planning future training. Key steps include analyzing performance gaps, ranking what employees need to know, and specifying measurable objectives. Effective methods vary based on the topic but may include on-the-job or off-the-job approaches like role-playing or games. Evaluation ensures training is effective and informs future improvements.
This document discusses training and development in organizations. It begins by outlining why training is important for maintaining qualified staff and services. It then defines training and differentiates it from education and development. A systematic nine step process for effective training is outlined, including assessing needs, setting objectives, designing the program, implementation, and evaluation. Key concepts in preparing training plans and lesson plans are also discussed.
This document discusses training and development in organizations. It explains that training is important for maintaining qualified services, achieving standards, and reducing mistakes. A systematic approach to training involves assessing needs, preparing a plan, setting objectives, designing the program, selecting methods, implementation, and evaluation. The ideal training process has 9 steps: needs assessment, preparation, objectives, design, method selection, completion, implementation, evaluation, and future planning. Effective training methods depend on the topic and can include on-the-job or off-the-job approaches.
This document outlines a training presentation on training and development. It discusses why training is important for organizations and describes a systematic nine-step approach to training. This includes assessing training needs, preparing a training plan, setting objectives, designing the program, selecting instructional methods, implementation, evaluation, and planning future training. Several examples are provided to illustrate applying the training process. The goal is for participants to understand the importance of training and be able to explain the nine steps in the training process.
This document provides an overview of training and development principles for staff. It discusses why training is important, defines key concepts like the ASK model of addressing attitudes, skills and knowledge, and outlines a nine step process for developing and implementing training programs. Examples are provided for each step, including assessing needs, creating objectives and lesson plans, and evaluating impact. A variety of training methods are also described. The overall document serves as a guide for human resources professionals to systematically plan and deliver effective training that improves organizational performance.
This document discusses training and development. It begins by outlining the learning objectives, which are to describe the importance of training, distinguish it from education and development, define the ASK concept of addressing attitudes, skills and knowledge, list the nine steps in the training process, and develop a training lesson plan. It then discusses why organizations need training using the gap concept to show the difference between expected and actual performance. It outlines reasons for conducting a training needs analysis and the importance and benefits of training. Key aspects of training covered include definitions of training, education, and development; the ASK concept; principles of learning; and a nine step model for the systematic training process.
This document discusses training and development (T&D) in organizations. It addresses:
- T&D as a core human resource function, including training, development, and performance evaluation.
- The difference between training, which focuses on present job skills, and development, which has a longer-term focus beyond current roles.
- Key factors that influence T&D, such as management support, technology changes, and learning styles.
- The typical T&D process, including determining needs, setting objectives, implementing programs, and evaluating outcomes.
Designing a Training Program: A Training Manager's Dilemmaanam_patel
This document describes a case study about a training manager, Mr. Sunit Verma, designing a training program for first-line managers at his company. A training needs analysis found that the managers lacked advanced selling skills, team management skills, and coaching skills. Mr. Verma identified topics and facilitators and planned a lecture-based program. However, the VP of HR, Mr. Prasad, noted that the managers had 10 years of experience on average so a purely lecture-based program may not motivate or help them internalize the training. Mr. Prasad suggested changes to the training design to engage experienced adult learners.
The document discusses Kirkpatrick's model for evaluating training programs using a four-tier approach. Tier 1 evaluates reactions, Tier 2 evaluates learning, Tier 3 evaluates behavior change, and Tier 4 evaluates results including business impact. Formative and summative evaluation are also discussed. Feedback forms, surveys, tests and business metrics are used to measure outcomes at each tier. The goal is to improve training quality and impact over time based on evaluation results.
Training & development evaluation is a continual and systematic process of assessing the value or potential value of a training program, course, activity or event. Results of the evaluation are used to guide decision-making around various components of the training (e.g. delivery, results) and its overall continuation, modification, or elimination.
This document discusses training and development in organizations. It begins by establishing that training is needed for organizations to fill performance gaps between expected and actual results. It then provides examples of potential reasons for performance gaps, such as lack of resources, skills, or equipment. The document outlines a systematic approach to training, including assessing needs, setting objectives, designing programs, selecting instructional methods, implementing, evaluating, and planning future training. It emphasizes that training aims to develop employee attitudes, skills, and knowledge in order to improve organizational performance.
The document discusses training, its objectives, approaches, methods, evaluation process, and techniques. It notes that training involves acquiring knowledge and skills to enhance employee performance. Traditional approaches saw training as costly, but modern approaches recognize its value. Training objectives are to develop individuals and benefit the organization, functions, and society. Methods include cognitive, behavioral, and management development techniques involving on and off-the-job training. Evaluation provides feedback, allows for research, and controls training programs. It occurs before, during, and after training to assess effectiveness.
Implementing and evaluating the training process (hrm)financialmanagment
The document discusses implementing and evaluating training processes. It begins by outlining various training implementation methods like on-the-job training, lectures, apprenticeships, and computer-based training. It then discusses evaluating training through measuring reaction, learning, behavior change, and results. The key purposes of evaluation are to improve training programs and measure return on investment. Evaluation methods include observation, questionnaires, interviews and self-reporting.
This document outlines information from a human resource training session. It includes definitions of training, the rationale and importance of training, the training cycle process, different training methods like on-the-job and off-the-job training, evaluation methods, management development techniques, challenges to training, and concludes with emphasizing the importance of training for organizations. It also lists the names and registration numbers of the training group members.
The document outlines the training cycle which includes 4 steps: needs analysis to identify training needs, design and development of the training program, delivery of the training, and evaluation of the training at 4 levels - reaction, learning, behavior, and results. It provides details on each step, including how to conduct a needs analysis at the organizational, job, and individual level, concepts for designing effective training like practice and feedback, and methods for evaluating the success of training.
Training involves organized learning activities to improve individual performance through changes in knowledge, skills, and attitudes. It is important for meeting job requirements, updating skills, career development, and addressing deficiencies. Training helps improve quality, productivity, and organizational objectives.
There are several steps in the training process. First, performance problems are analyzed to identify the causes. Then, training needs are identified by analyzing the organization, jobs, and individuals. Objectives are prepared stating what learners will be able to do. Tests are developed based on the objectives to evaluate learning. Various instructional methods are selected and training is delivered. The transfer of learning back to the job is evaluated.
This document discusses training and development in organizations. It begins by defining training and distinguishing it from education and development. It then outlines the training design process, including conducting a needs assessment, selecting training methods, and evaluating the program. The importance and benefits of training are explained. Key principles of learning and a systematic approach to developing a training plan are also covered. The document provides examples of different types of training methods and discusses best practices for implementing, evaluating, and improving training programs.
Chapter 1: EMPLOYEE TRAINING AND DEVELOPMENTsourashtra
Meaning, Importance, Benefits to organisation and to an individual, Process,Difference between Training and Development, Models of T&D in Organisation, and Meaning and Charecteristics of Virtual organisation
Training and development aims to improve employee performance through learning. It involves assessing training needs, designing training programs, selecting instructional methods, implementing training, and evaluating its effectiveness. The goals are to develop employee competencies, help people grow within the organization, and reduce learning times for new roles. Training methods include classroom programs, mentoring, coaching, simulations, e-learning, on-the-job training, and job rotation. Benefits include improved performance, skills and knowledge, motivation, customer service and morale.
This presentation discusses the development of the Training Attribute Model to judge the effectiveness of your training programs. The tools was an output of our Six Sigma Black Belt project.
This document discusses training and development in organizations. It begins by defining training as improving employee skills and knowledge for their current job, while development prepares employees for future roles. The objectives of training are to meet organizational and individual needs and improve productivity and satisfaction. Several types of training are described, including new hire training, training for job changes, and training to address performance issues. Methods of training include lectures, demonstrations, discussions, and computer-based training, which aim to change knowledge and attitudes. Behavioral methods like role plays, simulations, and on-the-job training using coaching and mentoring aim to develop skills. The document outlines the training design process and highlights the importance of needs assessment, learning environment, transfer of training,
The document discusses training and development in an organization. It defines training as an organized process to teach employees skills for a specific purpose, such as bridging gaps between job requirements and employee skills. Training aims to improve employee knowledge, skills, behaviors, and attitudes. The document outlines the training process, including assessing needs, setting goals, designing programs, implementation, and evaluation. It also discusses different training methods, such as on-the-job and off-the-job, and who conducts training. Evaluation of training programs measures reactions, learning, job behavior changes, impact on the organization, and achievement of goals.
This document is a learning module on training design, development, and implementation. It was written by Henry John Nueva and published in 2018. The module uses the ADDIE model of instructional design and is comprised of 10 units to be completed over multiple sessions. It teaches learners how to analyze organizational needs, design training programs, develop learning activities, implement training, and evaluate results. The target audience is training professionals and HR personnel. The overall goal is to equip learners with the skills to create effective employee training that supports organizational strategic goals.
The document provides an overview of a training process framework that defines key processes for managing a training organization. It includes 8 functional groups (administration, strategic planning, client relationship management, etc.) and associated processes. For example, administration processes include strategic planning, financial billing, and reporting/metrics. Content processes relate to creating and managing content through instructional design, content development and curation. Delivery processes cover trainer recruitment and development, instruction, and classroom/facilities support. The framework is intended to assist training specialists and managers in understanding the inherent processes for effectively managing a training organization.
The document discusses training and development in organizations. It begins by outlining the objectives of understanding why training is important, defining the ASK concept of developing attitudes, skills and knowledge, explaining the training process, and developing training lesson plans. It then covers various topics related to training including assessing training needs, the differences between training, education and development, principles of learning, and a systematic 9-step approach to training involving assessment, planning, implementation and evaluation. Specific methods and examples are provided to illustrate how to analyze training needs, develop training plans and programs, choose instructional methods, and evaluate training outcomes.
This document outlines a training presentation that covers:
1) Why training is important for organizations and the differences between training, education, and development.
2) A systematic 9-step approach to training that includes assessing needs, setting objectives, designing the program, and evaluating impact.
3) Key concepts like the training gap, the ASK model of addressing attitudes, skills and knowledge, and principles of learning like participation.
This document discusses the importance and principles of training. It defines training and differentiates it from education and development. There is a nine step training process outlined that includes assessing needs, designing objectives and programs, implementing, and evaluating. Key aspects of training covered are the ASK concept of addressing attitudes, skills and knowledge, and the five principles of learning. The document provides examples and exercises to illustrate applying training concepts.
This document discusses training and developing employees. It outlines why training is needed, what training is, and a systematic approach to training. The key points are:
1) Training is needed to improve employee performance, refresh skills and knowledge, and reduce mistakes.
2) Training involves improving individual and group performance in organizations through activities aimed at developing attitudes, skills and knowledge.
3) A systematic approach to training involves assessing needs, preparing a plan, specifying objectives, designing the program, selecting instruction methods, and evaluating the training.
The document discusses Kirkpatrick's model for evaluating training programs using a four-tier approach. Tier 1 evaluates reactions, Tier 2 evaluates learning, Tier 3 evaluates behavior change, and Tier 4 evaluates results including business impact. Formative and summative evaluation are also discussed. Feedback forms, surveys, tests and business metrics are used to measure outcomes at each tier. The goal is to improve training quality and impact over time based on evaluation results.
Training & development evaluation is a continual and systematic process of assessing the value or potential value of a training program, course, activity or event. Results of the evaluation are used to guide decision-making around various components of the training (e.g. delivery, results) and its overall continuation, modification, or elimination.
This document discusses training and development in organizations. It begins by establishing that training is needed for organizations to fill performance gaps between expected and actual results. It then provides examples of potential reasons for performance gaps, such as lack of resources, skills, or equipment. The document outlines a systematic approach to training, including assessing needs, setting objectives, designing programs, selecting instructional methods, implementing, evaluating, and planning future training. It emphasizes that training aims to develop employee attitudes, skills, and knowledge in order to improve organizational performance.
The document discusses training, its objectives, approaches, methods, evaluation process, and techniques. It notes that training involves acquiring knowledge and skills to enhance employee performance. Traditional approaches saw training as costly, but modern approaches recognize its value. Training objectives are to develop individuals and benefit the organization, functions, and society. Methods include cognitive, behavioral, and management development techniques involving on and off-the-job training. Evaluation provides feedback, allows for research, and controls training programs. It occurs before, during, and after training to assess effectiveness.
Implementing and evaluating the training process (hrm)financialmanagment
The document discusses implementing and evaluating training processes. It begins by outlining various training implementation methods like on-the-job training, lectures, apprenticeships, and computer-based training. It then discusses evaluating training through measuring reaction, learning, behavior change, and results. The key purposes of evaluation are to improve training programs and measure return on investment. Evaluation methods include observation, questionnaires, interviews and self-reporting.
This document outlines information from a human resource training session. It includes definitions of training, the rationale and importance of training, the training cycle process, different training methods like on-the-job and off-the-job training, evaluation methods, management development techniques, challenges to training, and concludes with emphasizing the importance of training for organizations. It also lists the names and registration numbers of the training group members.
The document outlines the training cycle which includes 4 steps: needs analysis to identify training needs, design and development of the training program, delivery of the training, and evaluation of the training at 4 levels - reaction, learning, behavior, and results. It provides details on each step, including how to conduct a needs analysis at the organizational, job, and individual level, concepts for designing effective training like practice and feedback, and methods for evaluating the success of training.
Training involves organized learning activities to improve individual performance through changes in knowledge, skills, and attitudes. It is important for meeting job requirements, updating skills, career development, and addressing deficiencies. Training helps improve quality, productivity, and organizational objectives.
There are several steps in the training process. First, performance problems are analyzed to identify the causes. Then, training needs are identified by analyzing the organization, jobs, and individuals. Objectives are prepared stating what learners will be able to do. Tests are developed based on the objectives to evaluate learning. Various instructional methods are selected and training is delivered. The transfer of learning back to the job is evaluated.
This document discusses training and development in organizations. It begins by defining training and distinguishing it from education and development. It then outlines the training design process, including conducting a needs assessment, selecting training methods, and evaluating the program. The importance and benefits of training are explained. Key principles of learning and a systematic approach to developing a training plan are also covered. The document provides examples of different types of training methods and discusses best practices for implementing, evaluating, and improving training programs.
Chapter 1: EMPLOYEE TRAINING AND DEVELOPMENTsourashtra
Meaning, Importance, Benefits to organisation and to an individual, Process,Difference between Training and Development, Models of T&D in Organisation, and Meaning and Charecteristics of Virtual organisation
Training and development aims to improve employee performance through learning. It involves assessing training needs, designing training programs, selecting instructional methods, implementing training, and evaluating its effectiveness. The goals are to develop employee competencies, help people grow within the organization, and reduce learning times for new roles. Training methods include classroom programs, mentoring, coaching, simulations, e-learning, on-the-job training, and job rotation. Benefits include improved performance, skills and knowledge, motivation, customer service and morale.
This presentation discusses the development of the Training Attribute Model to judge the effectiveness of your training programs. The tools was an output of our Six Sigma Black Belt project.
This document discusses training and development in organizations. It begins by defining training as improving employee skills and knowledge for their current job, while development prepares employees for future roles. The objectives of training are to meet organizational and individual needs and improve productivity and satisfaction. Several types of training are described, including new hire training, training for job changes, and training to address performance issues. Methods of training include lectures, demonstrations, discussions, and computer-based training, which aim to change knowledge and attitudes. Behavioral methods like role plays, simulations, and on-the-job training using coaching and mentoring aim to develop skills. The document outlines the training design process and highlights the importance of needs assessment, learning environment, transfer of training,
The document discusses training and development in an organization. It defines training as an organized process to teach employees skills for a specific purpose, such as bridging gaps between job requirements and employee skills. Training aims to improve employee knowledge, skills, behaviors, and attitudes. The document outlines the training process, including assessing needs, setting goals, designing programs, implementation, and evaluation. It also discusses different training methods, such as on-the-job and off-the-job, and who conducts training. Evaluation of training programs measures reactions, learning, job behavior changes, impact on the organization, and achievement of goals.
This document is a learning module on training design, development, and implementation. It was written by Henry John Nueva and published in 2018. The module uses the ADDIE model of instructional design and is comprised of 10 units to be completed over multiple sessions. It teaches learners how to analyze organizational needs, design training programs, develop learning activities, implement training, and evaluate results. The target audience is training professionals and HR personnel. The overall goal is to equip learners with the skills to create effective employee training that supports organizational strategic goals.
The document provides an overview of a training process framework that defines key processes for managing a training organization. It includes 8 functional groups (administration, strategic planning, client relationship management, etc.) and associated processes. For example, administration processes include strategic planning, financial billing, and reporting/metrics. Content processes relate to creating and managing content through instructional design, content development and curation. Delivery processes cover trainer recruitment and development, instruction, and classroom/facilities support. The framework is intended to assist training specialists and managers in understanding the inherent processes for effectively managing a training organization.
The document discusses training and development in organizations. It begins by outlining the objectives of understanding why training is important, defining the ASK concept of developing attitudes, skills and knowledge, explaining the training process, and developing training lesson plans. It then covers various topics related to training including assessing training needs, the differences between training, education and development, principles of learning, and a systematic 9-step approach to training involving assessment, planning, implementation and evaluation. Specific methods and examples are provided to illustrate how to analyze training needs, develop training plans and programs, choose instructional methods, and evaluate training outcomes.
This document outlines a training presentation that covers:
1) Why training is important for organizations and the differences between training, education, and development.
2) A systematic 9-step approach to training that includes assessing needs, setting objectives, designing the program, and evaluating impact.
3) Key concepts like the training gap, the ASK model of addressing attitudes, skills and knowledge, and principles of learning like participation.
This document discusses the importance and principles of training. It defines training and differentiates it from education and development. There is a nine step training process outlined that includes assessing needs, designing objectives and programs, implementing, and evaluating. Key aspects of training covered are the ASK concept of addressing attitudes, skills and knowledge, and the five principles of learning. The document provides examples and exercises to illustrate applying training concepts.
This document discusses training and developing employees. It outlines why training is needed, what training is, and a systematic approach to training. The key points are:
1) Training is needed to improve employee performance, refresh skills and knowledge, and reduce mistakes.
2) Training involves improving individual and group performance in organizations through activities aimed at developing attitudes, skills and knowledge.
3) A systematic approach to training involves assessing needs, preparing a plan, specifying objectives, designing the program, selecting instruction methods, and evaluating the training.
Chapter 1 Introduction to Training and Development.pptDr. Nazrul Islam
Training means the process of increasing the knowledge and skills of an employee for doing a particular job. It seeks to improve the job performance and work behaviour of those trained.
Training is an important activity for human resource development departments to facilitate employees' ongoing learning of job-related skills. The goal of training is for employees to master competencies through instruction and practice in order to improve performance. Organizations benefit from training in many ways, such as maintaining qualified services, achieving high standards, and reducing mistakes. An effective training program follows a systematic approach, including assessing needs, specifying objectives, designing the program, selecting instructional methods, implementation, and evaluation.
This document discusses the importance and benefits of training for employees. It defines training as a systematic process that improves corporate performance by developing employee skills and knowledge through instruction and practical activities. The document outlines differences between training, education, and development. It also describes principles of learning and a systematic approach to developing a training plan, including assessing needs, specifying objectives, designing programs, and evaluating training effectiveness.
The document discusses the Systematic Approach to Training (SAT) process and conducting a Training Needs Analysis (TNA). It can be summarized as follows:
1. SAT is a logical progression that involves identifying job tasks, implementing and evaluating training to meet organizational aims and job requirements.
2. Conducting a TNA is important to identify specific training needs by analyzing skills/knowledge required for jobs, assessing current competencies, and determining performance gaps.
3. The TNA process involves determining desired outcomes, linking them to employee behaviors, identifying trainable competencies, prioritizing needs, and planning training evaluation to ensure effectiveness.
The document outlines the steps in the training process, including needs assessment, establishing training goals, designing training programs, implementation, and evaluation. It discusses various training techniques like on-the-job training, off-the-job training, lectures, demonstrations, simulations, and case studies. It also covers Kirpatrick's model for evaluating training programs and emphasizes the importance of needs assessment, goal setting, and evaluation in ensuring effective training.
Training and development (Human Resource Management)Joderick Tejada
The document discusses training and development in organizations. It explains that training is needed to fill performance gaps and achieve expected results. A proper needs assessment is required before implementing training to identify factors causing performance issues like skills, resources or processes. Effective training is tailored to objectives, involves participants, and assesses learning and impact on performance. Leading organizations focus on collaboration, diversity, sustainability and developing future leaders who can operate effectively in a changing global environment.
This document discusses training and development in organizations. It provides an overview of key concepts in training including needs assessment, objectives, types of training, and benefits. A systematic approach to training is outlined involving assessment, training, and evaluation stages. The importance of linking training to organizational strategy and goals is emphasized. Training can provide a competitive advantage when focused on developing skills needed for the future and aligned with business objectives.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
2. 2
Topics
Why do we Need Training?
What is Training & Training Principles?
A Systematic Approach to Training
A Training Lesson Plan
3. 3
Your Objectives
Following this presentation you should be able to
complete the following objectives:
1. Describe why training is important and distinguish
amongst training, education and development
2. Define the ASK concept, and comment upon the
relative difficulty in developing people’s attitudes,
skills and knowledge
3. List the nine steps in the training process and be able
to explain each step with reference to hospitality
examples
4. Develop an appropriate training lesson plan.
4. 4
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 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.
7. 7
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?
8. 8
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
9. 9
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
10. 10
Benefits of Training
Most training is
targeted to ensure
trainees “learn”
something they
apply to their job.
11. 11
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.
12. 12
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.
13. 13
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
14. 14
Exercise 2
Rank ASK by difficulty to develop in people
Attitude
Skills
Knowledge
•Easy
•Moderately difficult
•Most difficult
15. 15
Five Principles of Learning
Participation: involve trainees, learn by doing
Repetition: repeat ideas & concepts to help
people learn
Relevance: learn better when material is
meaningful and related
Transference: to real world using simulations
Feedback: ask for it and adjust training
methods to audience.
16. 16
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.
17. 17
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.
18. 18
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
19. 19
1) Assessing Training Needs
Conduct a training needs analysis by either one, or
both, of the following
External approach (company, guests, society)
Internal approach – using a staff opinion survey.
20. 20
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.
21. 21
Response to exercise 3
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
22. 22
2) Preparing Training Plan
Consider whether to design a long (5-10 years),
medium (3-5 years) or short (1 year) term
plan.
Ask your self “What are we going to achieve
in the time period?”
Use a holistic approach by using a calendar
for inputting your training activities.
23. 23
Training Calendar Example
1 2 3 4 5 6 7...
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
…
Training Area Month in the year
24. 24
Individual Plans
For individual personalized training, we must
assess the trainees’ weakness and strengths
first before setting up appropriate programs.
Training areas maybe tailor-made.
Trainee should receive an individual timetable
for self progress.
25. 25
3) Specifying Training Objectives
Training Objectives must be specific & measurable.
Why? Very difficult to measure effectiveness after
course is finished.
What should trainees be able to accomplish after
participating in the training program?
What is the desired level of such accomplishment,
according to industry or organizational standards?
Do you want to develop attitudes, skills, knowledge or
some combination of these three?
26. 26
4) Designing the
Training Program(s)
1. Program duration
2. Program structure
3. Instruction methods
4. Trainers qualification
5. Nature of trainees
6. Support resources –
materials, OHP,
classroom
7. Training location &
environment
8. Criteria & methods
for assessing
participant learning
and achievement
9. Criteria & methods
for evaluating the
program
27. 27
5) Selecting Instructional Methods
Note: This is the most important step
On-the job-training (OJT)
learn while you’re working
Off -the job-training
In house, training or classroom
External, consultancies or attending external classes
Independent bodies, such as government talks
Distance learning, from books or notes
Computer-assisted learning
Interactive-video training
Video conferencing, same as classroom except teachers and
students are in different locations.
28. 28
Exercise 4
Imagine you are the training manger of a hotel that
will open next year. Your GM asks you to develop a
training program that aims to boost the team spirit of
the newly formed Executive Committee Members.
Your GM suggests you organize a two-day course in a
resort location from 9 to 5 for both days.
Your task is to suggest 3 training methods that suit the
training theme described above.
Hint: this is attitude, not skills nor knowledge training
29. 29
Response to exercise 4
Remember your training
theme was to change the
individuals attitudes
Employ exercises that
trainees can:
Participate in
React to
Provide feedback in
Receive inspiration to
move on
Suitable training methods
you might have listed:
Role-play
Games
Simulation exercises
Discussion/debate formats
Experiential exercises
Self evaluation (e.g. video
tape trainees performance
& let them evaluate their
own behaviors).
30. 30
6) Completing the Training Plan
Target group – assess your audience
Topic – task, skill or attitude ingredient
Method – direct (one way communication) or
indirect (discussion, games, experimental
exercises…). Important as evaluation of trainees
usually lies on the perception on what they did in
the training session
Time – length, period, breaks important to consider
Location – away from the office?
31. 31
7) Implementing the Training
Program
Besides trainers qualifications and experience:
Participant selection
Group comfort - physical & psychological
Trainer enthusiasm & skills
Effective communication
Feedback mechanism
The need to learn new training skills
Preparation by trainers
32. 32
8) Evaluating the Training
Three Levels of Evaluation
1. Immediate Feedback
Survey or interview directly after training
2. Post-Training Test
Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
Conducted by immediate supervisors of
trainees
33. 33
9) Planning Future Training
Last step in the training process
After taking all evaluated comments, trainers
should modify the programs to keep good
things and make suggested improvements
Remember, even with the same topic for
different trainees, trainers should address many
parts of the training process again and consider
new approaches.
34. 34
A Training Lesson Plan
Topic
Summary of Key Points
Training Objectives
Duration of Each Activity in Each Session
Training Contents
Training Methods / Activities
Break(s)
Exercise to Warm Up
Questions to test Understanding
Conclusion
35. 35
e.g. New Employee Orientation
Time Topic Method Activity
9:00-9:30 AM Welcome Speech
by GM
Speech Talk & hand shake
9:30-10:00 AM Intro to Company
Background
Slide
Presentation
Slide Show &
Video Tape
3:00-4:00 PM Fire Safety Talk Security
Manager
Fire Drill &
Equipment
36. 36
References
Anthony W.P., Kacmar, K.M., Perrewé, P.L. (2002) Human
resource management: a strategic approach, 4th ed. Fort
Worth : Harcourt College Publishers.HF5549 .A866 2002
Goldstein, I. L., Ford J.K. (2002) Training in
organizations : needs assessment, development, and
evaluation, 4th ed. Belmont, CA . HF5549.5.T7 G543 2002
Greer, C.R. (1995) Strategy and human resources – a
general managerial perspective, Prentice Hall.
Riley, Michael, (1996) Human resource management in
the hospitality and tourism industry, 2nd ed. Oxford ;
Boston : Butterworth-Heinemann. TX911.3.P4 R55 1996