implementing hrd programs

Werner & DeSimone (2006) 1

Implementing HRD Programs

Chapter 6

Werner & DeSimone (2006) 2

The Implementation Stage

Werner & DeSimone (2006) 3

Learning objectives

Describe three broad approaches to training delivery and the advantages and disadvantages of each approach. Describe five primary categories of classroom training and the advantages and disadvantages of each one. Describe the advantages and disadvantages of self-paced training approaches to training delivery. Determine when various training techniques are more or less effective in different situations. Describe several ways that technology is being used to provide and improve HRD programs.

Werner & DeSimone (2006) 4

Points to Ponder…

The best way to learn any new skill is to learn it on the job.Lectures are not a good method for training.It’s easy to come up with stimulating discussion questions.Case studies are used for time fillers.

Werner & DeSimone (2006) 5

The Learning Pyramid

By Permission: Yin (2004)

Werner & DeSimone (2006) 6

Training Delivery Methods

Three basic categories:

On-the-Job Training

Classroom Training

Self-Paced Training

Note: Computer-based training can be in a classroom, or individual/self-paced.

Werner & DeSimone (2006) 7

On-the-Job Training (OJT)

Job instruction training (JIT)Job rotationCoachingMentoring

Werner & DeSimone (2006) 8

Characteristics of OJT

Training at one’s regular workstationMost common form of trainingStrengths: Realism Applicability

Weaknesses: No formal structure Can perpetuate mistakes

Werner & DeSimone (2006) 9

More on OJT

Facilitates training transfer to the job

Reduced training costs, since classroom is not needed

Noise and production needs may reduce training effectiveness

Quality and safety may be impacted

Werner & DeSimone (2006) 10

Job Instruction Training (JIT)

Prepare the workerPresent the taskPractice the taskFollow-up

Werner & DeSimone (2006) 11

JIT Process

Observe work processesBrainstorm improvementsAnalyze optionsImplement improvementsEvaluate results and make adjustments

Werner & DeSimone (2006) 12

Job Rotation

Train on different tasks/positions

Often used to train entry-level managers

Also used to provide back-up in production positions

Werner & DeSimone (2006) 13

Coaching and Mentoring

Coaching – between worker and supervisor Can provide specific performance

improvement and correction

Mentoring – senior employee paired with a junior employee (“protégé”) Helps to learn the ropes Prepares protégé for future

advancement

Werner & DeSimone (2006) 14

Classroom Training Approaches

Five basic types:

Lecture

Discussion

Audiovisual Media

Experimental Methods

Self-Paced or Computer-Based Training

Werner & DeSimone (2006) 15

Lecture

Oral presentation of material Some visual aids can be added

Remains a very popular training method Transfers lots of information quickly

Interesting lectures can work wellGood to supplement with other materials

Werner & DeSimone (2006) 16

Problems with Lecture Method

One-way form of communication

Trainees must be motivated to listen

Often lacks idea sharing

People don’t always like listening to lectures

Werner & DeSimone (2006) 17

Discussion Method

Two-way communicationUse questions to control lessonDirect: produce narrow responsesReflective: mirror what was saidOpen-Ended: challenge learners – to increase understanding

Werner & DeSimone (2006) 18

Challenges of Using the Discussion Method

Maintaining control in larger classes

Needs a skilled facilitator

Needs more time than lecture

Trainees must prepare for the lesson by reading assignments, etc.

Werner & DeSimone (2006) 19

Audiovisual Media

Brings visual senses (seeing) into play, along with audio senses (hearing)Types: Static Media Dynamic Media Telecommunications

Werner & DeSimone (2006) 20

Static Media

Printed materials Lecture notes Work aids Handouts

Slides – e.g., PowerPoint

Overhead transparencies

Werner & DeSimone (2006) 21

Dynamic Media

Audio cassettes

CDs

Film

Videotape

Video disc

Werner & DeSimone (2006) 22

Telecommunications

Instructional TV

Teleconferencing

Videoconferencing

Werner & DeSimone (2006) 23

Experiential Training

Case studies

Business game simulations

Role Playing

Behavior Modeling

Outdoor training

Werner & DeSimone (2006) 24

Case Study Considerations

Specific instructional objectivesCase approach objectivesAttributes of particular caseLearner characteristicsInstructional timingTraining environmentFacilitator’s characteristics

Werner & DeSimone (2006) 25

Business Game Simulations

Computerized versus manual Operational Financial Resource bound

In-basket exercise Setting priorities Time-driven decision making

Werner & DeSimone (2006) 26

Role Plays

Self discovery; use of interpersonal skills a plusSome trainees are better actorsTransfer to job can be difficult

Werner & DeSimone (2006) 27

Behavior Modeling

Used mainly for interpersonal skills trainingPractice target behaviorGet immediate feedback (video, among other media)

Werner & DeSimone (2006) 28

Outdoor Education

Ropes courses, etc.Can facilitate teamworkFocus on group problem identification, problem solvingOften good for team buildingFun – but is it effective training?

Werner & DeSimone (2006) 29

Self-Paced Training

Hard-copy Correspondence courses Programmed instruction

Computer-Based Training (CBT) Computer-aided instruction Internet/intranet training

Werner & DeSimone (2006) 30

Hard-Copy Self-Paced (i.e., Self-Paced Computer-Based Training)

Good for remote locations without Internet accessIndividual follows text at own paceCorrect/incorrect answers determine progressTrainee works alone without instructor interfaceStill used, but increasingly being replaced by CBT

Werner & DeSimone (2006) 31

Computer-Based Training (CBT)

Interactive with userTraining when and where user wants itTrainee has greater control over progressCBT can provide progress reports and be tailored to specific instructional objectivesTrainee works on own with minimal facilitation by instructor who is elsewhere

Werner & DeSimone (2006) 32

Types of CBT

Computer-Aided InstructionInternet & Intranet-Based Training (e-learning)Intelligent Computer-Assisted Instruction

Werner & DeSimone (2006) 33

Computer-Based Training (Classroom-Based)

Group-basedInstructor is present and facilitates computer-based learningTrainees are collocated and can help each otherRequires computer, etc., for each trainee

Werner & DeSimone (2006) 34

Computer-Aided Instruction (CAI)

Drill-and-practice approachRead-only presentation of a “classic” training programMultimedia coursesInteractive multimedia trainingSimulations

Werner & DeSimone (2006) 35

Advantages of CAI

Interactive with each studentStudent is self-pacedLogistics – Increasingly available over the Internet

(or via an organization’s intranet) Updates are easily distributed

Instructional Management & ReportingCAN be cost-effective…

Werner & DeSimone (2006) 36

E-learning

Intranet Internal to site/organization

Internet General communications Online reference Needs assessment, administration,

testing Distribution of CBT Delivery of multimedia

Werner & DeSimone (2006) 37

Intelligent CAI

Uses computer’s capabilities to provide tailored instructionCan use expert systems, fuzzy logic, and other rubricsCan provide real-time simulation and stimulation

Werner & DeSimone (2006) 38

Implementing Training

Depends on: Objectives Resources Trainee characteristics

Werner & DeSimone (2006) 39

Other Considerations Concerning Implementation

Physical environment: Seating Comfort level Physical distractions

Werner & DeSimone (2006) 40

P7

ProperPriorPlanningPrecludesParticularlyPoorPerformance

Werner & DeSimone (2006) 41

Planning

Does NOT prevent failure…

… But makes it easier to avoid failure.

Planning your HRD implementation before you actually do it greatly increases the likelihood of successful implementation.

Werner & DeSimone (2006) 42

Training Provides Many Things

NetworkingKnowledgeSocial acceptanceImproved interpersonal skillsTeam building

Werner & DeSimone (2006) 43

Summary

Good training: Improves performance Improves productivity Improves chances for promotion Improves the bottom line

Therefore, the right training methods need to be used in the right way to ensure successful HRD implementation.