4. Training as a Subsystem within the Organizational System
TRAINING SUBSYSTEM
Organizational Needs Analysis Knowledge
Employee Needs Design Skills
Budget Development Attitudes
Equipment Implementation Motivation
Staff Evaluation Job Performance
INPUT PROCESS OUTPUT
TRAINING’S ORGANIZATIONAL ENVIRONMENT
Mission Strategy Structure Policies Procedures
Finances Resources People Products Technology
5. Training Process Model
Outcome
Evaluation
Data
Needs Analysis Phase
Input Process Output
Design Phase
Input Process Output
Development Phase
Input Process Output
Implementation Phase
Input Process Output
Evaluation Phase
Input Process Output
Process
Evaluation Data
Triggering
Event
6. Training
• The process of developing skills in order to more
effectively perform a specific job or tasks
• To provide employees with the KSA to perform more
effectively (to meet current job requirements or
prepare them to meet inevitable changes)
• Part of an integrated system in which performance is
measured against criteria
7. TRENDS IN TRAINING
• Aligning training with business strategy
• Advances in technology
• Managing talent
• Improving training function
• Quality
• Legal issues
8. ALIGNING TRAINING WITH BUSINESS STRATEGY
• Top priority of HR managers
• Rapid changing of business environment
• Training improve performance
9. Advances in Technology
• Rapid advances in learning technology
• New learning media
• Mobile technology
10. Managing Talent
• Due to changing demographics; diversity
• Developing the right talent; selecting and retaining
talents.
• Knowledge delivery systems; continuously upgrade
employees knowledge and skills.
11. Quality and Continuous Improvement
• Training as part of performance improvement system
• Identification of performance improvement
opportunities identification of alternative solution
• Design and implementation
• Evaluation of results
12. Legal Issues
• Equal employment opportunity
• Sexual harassment
• Required training (e.g. ???)
• Liability for injury or illness
• Confidentiality
• Copyrighted Materials
14. Define key concepts
• Learning
• KSA : Knowledge, Skills and attitudes
• Competencies
• Training, development and education
• Training Need Analysis (TNA)
15. Important Concepts
• Learning- relatively permanent change in cognition
• KSA – types of learning outcomes
– Knowledge: information, organize, understanding
– Skills: capacities needed to perform a set of tasks
– Attitudes: beliefs and opinions a person hold about
things or events…
• Competencies – A set of KSA that enables a person to
be successful in performing
16. Important Concepts
• Training, development, education
– Training is a process or activity that supports
individual learning through specialized instruction
and practice
– Education is an experience that is designed to
provide more general learning that is not specific to
a job.
– Development is the learning of KSAs (an outcome
of training and other experiences).
17. Important Concepts
• TNA is a process of collecting information about an
expressed or implied need that could be met by
conducting training. Result of TNA tells analyst what
type of training needed and who needs training.
• Deficiency is a performance that does not meet the
current standard/target.
18. Analysis Phase (TNA)
Input Process Output
TRIGGER
Actual Organizational
Performance
(AOP) VS Expected
Organizational
Performance (EOP)
Identify
Performance
Discrepancy (PD)
PD = EP VS AP
And Causes of PD
Non
Training
Needs
Training
Needs
Resources
Operational
Analysis
Expected
Performance
(EP)
Person Analysis
Actual
Performance
(AP)
Organizational
Analysis
Objectives
Environment
19. WHAT
• Organizational Analysis determines the
appropriateness of training based on its business
strategy, resources, support, etc.
• Operation and task analysis identifies the important
tasks and KSA/competencies that need to be
emphasized in training.
• Person analysis:
– To determine whether performance deficiencies result
from lack of KSA or motivational or work-design
problem.
– To identify who needs training
– To determine employees’ readiness for training.
20. WHY
• Systematic
– Actual Org. Performance less than Expected Org.
Performance = Org. Performance Gap
• TNA determines whether training can correct the
performance problem:
– Increase the chances that the time and money spent on
training is spent wisely
– Determine the benchmark for evaluation of training
– Increase the motivation of participants
– Align the training activities with the company’s strategic plan
21. When?
• Changes in organization:
– Technology
– Human resource
– System
– ???
22. When Not to Conduct?
• To communicate new vision or address legal
concerns that affect all employees
• Team building training needed by all employees
• ???
23. 1st Mini Group Assignment
Discuss what are the steps that need to be taken
if:
• You need to develop a new development
program for SPACE students ?
