design & management of training program€¦ · 01/11/2019 · training. ii. explain how...
TRANSCRIPT
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DESIGN & MANAGEMENT OF TRAINING PROGRAM
KMS2014
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UNIT 6
Training Methods
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LECTURE CONTRACT PART I
At the end of this lecture, you will be able to:
i. Identify traditional training methods #
ii. Identify the strengths and weaknesses of each training method
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LECTURE CONTRACTPART II
At the end of this lecture, you will be able to:
i. Explain how new technologies are influencingtraining.
ii. Explain how learning and transfer of trainingare enhanced by using new trainingtechnologies.
iii. Compare and contrast the strengths andweaknesses of traditional training methodsand methods based on new technology.
iv. Identify and explain the benefits of newtechnologies that can be used to improve theefficiency of training administration.
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INTRODUCTION
•Training methods can be traditional or technology based
•Effective training methods need to be based on a training design model
•Effective training programs require:❖needs assessment
❖a positive learning environment
❖transfer of training
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…INTRODUCTION
•Technology has a major impact on the delivery of training programs
•Using technology for training requires collaboration among the areas of:❖training
❖information technology
❖top management
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Training Methods
Technology Based
Traditional
Presentation Method
Hands-on Method
Group Building Method
TYPES OF TRAINING METHODS
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TRADITIONAL TRAINING METHODS CATEGORIES
Presentation Methods
Hands-On Methods
Group Building Methods
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Tra
ditio
nal
1) Presentation Methods
Lecture
AV Techniques
2) Hands-on Methods
OJT
Simulation
Case studies
Business games
Role play
Behaviors Modelling
3) Group Building Methods
Adventure Learning
Team Training
Action Learning
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1) PRESENTATION METHODS
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1) PRESENTATION METHODS
• Methods in which trainees are passive
recipients of information
• This information may include:
• facts or information
•processes
•problem-solving methods
• Presentation methods include:
• lectures
•audio-visual techniques
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1.1) LECTURE
• Lecture involves the trainer
communicating through spoken
words what he/she wants the
trainees to learn
• The communication of learned
capabilities is primarily one-way
from the trainer to the audience
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•One of the least expensive, least time-
consuming ways to present a large
amount of information efficiently in an
organized manner
• Useful because it is easily employed with
large groups of trainees
STRENGTHS OF LECTURE
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VARIATIONS OF THE LECTURE METHOD
Standard
Lecture
Team Teaching
Guest SpeakersPanels
Student
Presentations
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1.2) AUDIO-VISUAL TECHNIQUES
•Audio-visual
instruction
includes:
•LCD
•slides
•video
•It has been used for
improving:
•communication skills
•interviewing skills
•customer-service skills
•illustrating how
procedures should be
followed
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2) HANDS-ON METHODS
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•Training methods that require the
trainee to be actively involved in
learning
•Methods include:
2.1 on-the-job training (OJT)
2.2 simulations
2.3 case studies
2.4 business games
2.5 role plays
2.6 behavior modeling
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2.1) ON-THE-JOB TRAINING (OJT)
•New or inexperienced employees learning through observing peers or managersperforming the job and trying to imitate their behavior
•OJT includes:
2.1.1 apprenticeships
2.1.2 self-directed learning programs
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…2.1) ON-THE-JOB TRAINING
• OJT can be useful for:
• training newly hired employees
•upgrading experienced employees’ skills
when new technology is introduced
• cross-training employees within a
department or work unit
•orienting transferred or promoted
employees to their new jobs
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EFFECTIVE OJT PROGRAMS
Include:•a policy statement that describes the
purpose of OJT and emphasizes the company’s support for it
•a clear specification of who is accountable for conducting OJT
•a thorough review of OJT practices at other companies in similar industries
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• training of managers and peers in the principles of structured OJT
• availability of lesson plans, checklists, procedure manuals, training manuals, learning contracts, and progress report forms for use by employees who conduct OJT
• evaluation of employees’ levels of basic skills before OJT
…EFFECTIVE OJT PROGRAMS
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2.1.1) APPRENTICESHIP
• Work-study training method with both on-the-
job and classroom training
• To qualify as a registered apprenticeship
program under state or federal regulations:
• 144 hours of classroom instruction
• 2000 hours (or one year) of OJT experience
• Can be sponsored by companies or unions
• Most programs involve skilled trades
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Strengths
• Earn pay while learning
• Effective learning about “why
and how”
• Full-time employment at
completion
• Meet company’s specific
business training needs
• Help attract talented
employees
Weaknesses
• High development costs
• Increased time commitment required of management and journey workers
• Limited access for minorities and women
• No guarantee of full-time employment
• Training results in narrow focus expertise
2.1.1) APPRENTICESHIP
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Strengths
• Learn at own pace
•Feedback about learning performance
•Fewer trainers needed
•Consistent materials
•Multiple sites easier
•Fits employee shifts and schedules
Weaknesses
• Trainees must be
motivated to learn on
their own
•Higher development
costs
•Higher development
time
2.1.2) SELF-DIRECTED LEARNING
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Strengths
• Learn at own pace
•Feedback about learning performance
•Fewer trainers needed
•Consistent materials
•Multiple sites easier
•Fits employee shifts and schedules
Weaknesses
• Trainees must be
motivated to learn on
their own
•Higher development
costs
•Higher development
time
2.1.2) SELF-DIRECTED LEARNING
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STEPS TO DEVELOP EFFECTIVE SELF-DIRECTED LEARNING:
• Conduct a job analysis to identify the tasks that must be
covered
• Write trainee-centered learning objectives directly related
to the tasks
• Develop the content for the learning package
• Break the content into smaller pieces
• Develop an evaluation package that includes:
• evaluation of the trainee
• evaluation of the self-directed learning package
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2.2) SIMULATIONS
•Represents a real-life situation
•Trainees’ decisions result in outcomes
that mirror what would happen if on
the job
•Used to teach:
•production and process skills
•management and interpersonal skills
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2.3) CASE STUDIES
• Description about how employees or an organization dealt with a difficult situation
• Trainees are required to:
❖analyze and critique actions taken
❖indicate the appropriate actions
❖suggest what might have been done differently
• Major assumption is that employees are most likely to recall and use knowledge and skills learned through a process of discovery
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PROCESS FOR CASE DEVELOPMENT
1. Identify a story
2. Gather information
3. Prepare a story outline
4. Decide on administrative issues
5. Prepare case materials
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2.4) BUSINESS GAMES
•Require trainees to gather information,
analyze it, and make decisions
•Primarily used for management skill
development
•Games mimic the competitive nature of
business
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2.5) ROLE PLAYS
• Trainees act out characters assigned to them
• Information regarding the situation is provided to the trainees
• Focus on interpersonal responses
• Outcomes depend on the emotional (and subjective) reactions of the other trainees
• The more meaningful the exercise, the higher the level of participant focus and intensity
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2.6) BEHAVIOR MODELING
• Involves:
• presenting trainees with a model who demonstrates key behaviors to replicate
• providing trainees opportunity to practice the key behaviors
• Based on the principles of social learning theory
• Emphasize that learning occurs by
• observation of behaviors demonstrated by a model
• vicarious reinforcement – occurs when a trainee sees a model being reinforced for using certain behaviors
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•More appropriate for learning skills and behaviors than factual information
• Effective for teaching interpersonal and computer skills
2.6) BEHAVIOR MODELING
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BEHAVIOR MODELING:TRAINING PROGRAM ACTIVITIES
• Introduction
• present key behaviors using video
• give rationale for skill module
• trainees discuss experiences in using skill
• Skill Preparation and Development
• view model
• participate in role plays and practice
• receive oral and video feedback on performance of key behaviors
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•Application Planning
• set improvement goals
• identify situations to use key
behaviors
• identify on-the-job applications of
the key behaviors
BEHAVIOR MODELING:TRAINING PROGRAM ACTIVITIES
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3) GROUP BUILDING METHODS
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• Training methods designed to improve team or
group effectiveness
• Training directed at improving trainees’ skills as
well as team effectiveness
• Group building methods involve trainees:
• sharing ideas and experiences
• building group identity
• understanding interpersonal dynamics
• learning their strengths and weaknesses and
of their co-workers
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• Focus on helping teams increase their skills for
effective teamwork
•Often involve experiential learning. Four stages of
this are to:
• gain conceptual knowledge and theory
• take part in a behavioral simulation
• analyze the activity
• connect the theory and activity with on-the-
job or real-life situations
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•Group building methods include:
❖Adventure learning
❖Team training
❖Action learning
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3.1) ADVENTURE LEARNING
• Focuses on the development of teamwork and leadership skills using structured outdoor activities
• Also known as wilderness training and outdoor training
• Best suited for developing skills related to group effectiveness such as:
• self-awareness
•problem solving
• conflict management
• risk taking
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• To be successful:
• Exercises should be related to the types of skills
that participants are expected to develop
•After the exercises, a skilled facilitator should
lead a discussion about
• what happened in the exercise
• what was learned
• how events in the exercise relate to job situation
• how to apply what was learned on the job
3.1) ADVENTURE LEARNING
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3.2) TEAM TRAINING
• Involves coordinating the performance of
individuals who work together to
achieve a common goal
•Teams that are effectively trained
develop procedures to identify and
resolve errors, coordinate information
gathering, and reinforce each other
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COMPONENTS OF TEAM PERFORMANCE
TEAM PERFORMANCE
Behavior
Knowledge
Attitude
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MAIN ELEMENTS OF THE STRUCTURE OF TEAM TRAINING
Tools
• Team Task Analysis
• Performance Measurement
• Task Simulation & Exercises
• Feedback
• Principles
Methods
• Information-Based
• Demonstration-Based
• Video
• Practice-Based
• Guided Practice
• Role Play
Strategies
• Cross-Training
• Coordination Training
• Team Leader Training
Team Training Objectives
Content:
Knowledge, Skills
Attitudes
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3.3) ACTION LEARNING
• Involves giving teams or work groups:
•an actual problem
•having them work on solving it
• committing to an action plan
•holding them accountable for
carrying out the plan
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•Several types of problems are used
including how to:
• change the business
•better utilize technology
• remove barriers between the customer
and company
•develop global leaders
3.3) ACTION LEARNING
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STEPS IN ACTION LEARNING
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CHOOSING A TRAINING METHOD
1. Identify the type of learning outcomethat you want training to influence
2. Consider the extent to which the learning method facilitates learning and transfer of training
3. Evaluate the costs related to development and use of the method
4. Consider the effectiveness of the training method
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