Post on 20-Feb-2016
description
TRAINING & DEVELOPMENT
TRAINING DEVELOPMENT
FOCUS
• Learn specific
behavior &
actions
• Demonstrate
techniques &
processes
• Understand
concepts & context
• Develop judgement
TIME FRAME Short term Long term
EFFECTIVE-
NESS
MEASURES
• Performance
appraisal
• Cost benefit
analysis
• Certification
• Availability of
qualified people
when needed
• Possibility of giving
promotions
• HR-based competitive
advantage
Training and Development and Other HRM Functions
Training may permit hiring
less-qualified applicants Selection
Effective selection may
reduce training needs
Training aids in the
achievement of performance
Performance
Appraisal A basis for assessing
training needs and results
Training and development may
lead to higher pay
Compensation
Management A basis for determining
employee’s rate of pay
Availability of training can aid
in recruitment Recruitment
Provide an additional
source of trainees
Systems Model of Training
Needs
Assessment Design
Implem-
entation Evaluation
Phase One:
Phase Two:
Phase Three:
Phase Four:
Training Needs Assessment
Search for the gap between the desired performance and
actual performance (now or likely future performance)
Determine whether there is a need for training vs other
HR interventions
Determine, Who, if anyone, needs training
Determine, What training is needed
Needs Assessment for Training
ORGANIZATIO-
NAL
ANALYSIS
TASK ANALYSIS
PERSON
ANALYSIS
…of environment, strategies, and
resources to determine where to
emphasize training
…of the activities to be performed
in order to determine the KSAs
needed.
…of performance, knowledge, and
skills in order to determine who
needs training.
Sample Task Analysis Record Form
Example of Competency Model for Human Resource Manager
Performance Analysis
Performance Appraisals
Job-Related Performance
Data
Observations
Interviews
Assessment Center Results
Individual Diaries
Attitude Surveys
Tests
Methods
for
Identifying
Training
Needs
Specialized Software
Can’t-do or Won’t-do?
Needs Assessment Analysis
Organisational
Demands = Organisation
Analysis
Task
Analysis
Employee Capability = Person
Analysis
Performance gap
TRAINING METHODS
ON THE JOB
OFF THE JOB
Training Methods for Non-managerial Employees
On-the-Job Training (OJT)
Apprenticeship Training
Classroom Instruction
Programmed Learning
Computer-based Training and E-
Learning
Simulation
The OJT Training Method On-the-Job Training (OJT)
Having a person learn a job by actually doing the job.
Types of On-the-Job Training
Job Instruction Training
Coaching or understudy
Job rotation
Special assignments
Advantages
Inexpensive
Learn by doing
Immediate feedback
Job Instruction Training at UPS
Computer-Based Training Techniques
PI Computer-based programmed instruction
CBT Computer-based training
CMI Computer-managed instruction
ICAI Intelligent computer-assisted instruction
ITS Intelligent tutoring systems
Simulation Computer simulation
Virtual Reality Advanced form of computer simulation
Internet-Based Training
Teletraining and Videoconferencing
Electronic Performance Support
Systems (EPSS)
Computer-Based Training
E-learning and learning portals
Distance
Learning
Methods
Training Methods for Management
Development
On-the-Job Experiences
Lectures and other Classroom methods
Seminars and Conferences
Case Studies
Management Games
Role Playing
Attitudinal and Behavioural training
Computer-based Training and E-Learning
Management Development Techniques
Job
rotation
Coaching and
understudy
Managerial On-the-Job Training
Action
learning
Other Management Training Techniques
University-related programs
Management games
Off-the-Job Management Training
and Development Techniques
The case study method
Outside seminars
Executive coaches
Behavior modeling
Role playing
Corporate
universities
Implementing Management Development
Programs
Assessing the
company’s strategic
needs
Developing the
managers and
future managers
Long-Term Focus of Management
Development
Appraising
managers’ current
performance
Evaluating the Training Effort
Designing the Evaluation Study
Time series design
Controlled experimentation
Choosing Which Training Effects to Measure
Reaction of trainees to the program
Learning that actually took place
Behavior that changed on the job
Results achieved as a result of the training
Using a Time Series Graph to Assess Training Impact
Outcomes Used in Evaluating Training
OUTCOME
Cognitive
Outcomes
Skill-based
Outcomes
Affective
Outcomes
Results
Return on
Investment
WHAT MEASURED
• Acquisition of
Knowledge
• Behavior
• Skills
• Motivation
• Reaction to Program
• Attitudes
• Company Payoff
• Economic value of
training
HOW MEASURED
• Pencil & paper tests
• Work sample
• Observation
• Work sample
• Interviews or FGDs
• Attitude surveys
• Obs. / Interviews
• Data from MIS/PA
• Cost benefit
analysis for program