33
High Leverage Training Strategy: A systematic Approach
Training
A planned effort to facilitate the learning of job related knowledge, skills, and behavior by employee
High Leverage Training
Training Practice that links training to strategic business goals, has top management support, relay on an instructional design models, and is
benchmarked to programs in other organizations
44
High Leverage Training Strategy: A systematic Approach
Continuous Learning
A learning system that requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job, and share what
they have learned with other employees
55
Designing Effective Training Activities
1- Needs Assessment
2- Ensuring Employees’ Readiness for Training
3- Creating A Learning Environment
4- Ensuring Transfer of Training
5- Selecting Training Methods
5- Evaluating Training Programs
Training Design Process
A systematic approach for developing training programs
66
Designing Effective Training Activities
Needs Identification and Assessment
Training Needs Identification: The process used to determine training gap
Job RequirementsJob Requirements Employee CapabilitiesEmployee Capabilities
Training Training
GapGap
Training Needs Analysis / Assessment: The process used to determine if training is necessary
77
Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 1 Organizational Analysis
Level 2 Task / Job Analysis
Level 3 Person / Employee Analysis
88
Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 1 Organizational Analysis
Support of Managers and Peers
Companies’ Strategic Directions (strategic training and development initiative)
Companies’ Strategic Directions
99
Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 2 Task Analysis – Steps of Task Analysis:
Select jobs to be analyzed
Develop a preliminary list of tasks
Validate or confirm the preliminary list of tasks
Identify the knowledge, skills, or abilities necessary to successfully perform each task
1010
Designing Effective Training Activities
Needs Identification and Assessment
Levels of Training Needs Identification
Level 3Person Analysis - Factors Influence Employees’ Performance and Learning:
Person Characteristics
Input
Output
Consequences
Feedback
1111
Designing Effective Training Activities
Ensuring Employees’ Readiness for Training
Motivation to Learn
The desire of the trainee to learn the content of a training program
Self Efficacy
The employees’ belief that they can successfully learn the content of a training program
1212
Designing Effective Training Activities
Ensuring Employees’ Readiness for Training
Understanding the Benefits or Consequences of Training
Awareness of Training Needs, Career Interests, and Goals
Work Environment Characteristics
Basic Skills
1313
Designing Effective Training Activities
Creating A Learning Environment
Learning environment facilitate acquiring knowledge and skills in the training program
Conditions for Learning
Need to know why they should learn
Opportunities for practice
Observe experience, and interact with others
Commit training content to memory
Meaningful training content
feedback
Good program coordination and administration
1414
Designing Effective Training Activities
Creating A Learning Environment
Groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished
Communities of Practice
1515
Designing Effective Training Activities
Ensuring Transfer of Training
The use of knowledge, skills, and behaviors learned in training on the job
Transfer of Training
1616
Designing Effective Training Activities
Ensuring Transfer of Training
Trainees’ perception of characteristics of the work environment (social support and situational constraints) that can either facilitate or inhabit use of trained skills or behavior
Transfer of Training Requirements
Climate for Transfer
The degree to which trainees’ managers emphasize the importance of attending training programs and stress the application of training content to the job.
Action plans
Managers Support
Trainees who meet to discuss their progress in using learned capabilities on the job
Peer Support (support network)
1717
Designing Effective Training Activities
Ensuring Transfer of Training
Trainee is provided with or actively seeks experience using newly learned knowledge, skills, or behavior
Transfer of Training Requirements
Opportunity to Use Learned Capabilities
(opportunity to perform)
Electronic Performance Support Systems (EPSS)&
Knowledge Management SystemsTechnological Support
Computer applications that can provide (as requested) skills training, information access, and expert advice
Electronic Performance Support Systems (EPSS)
Process of enhancing company performance by designing and using tools, systems, and cultures to improve creation, sharing and use of knowledge
Knowledge Management Systems
1818
Designing Effective Training Activities
Ensuring Transfer of Training
Employees ability to self manage their use of new skills and behaviors on the job
Transfer of Training Requirements
Self Management Skills
1919
Designing Effective Training Activities
Selecting Training Methods
Training methods in which trainees are passive recipients of information
Presentation Methods
Trainer lecturing a groupInstructor – Led
Classroom Instruction
Used by geographically dispersed companies Distance Learning
Synchronous exchange of audio, video, or text between individuals or groups at two or more locations
Teleconferencing
Classroom instruction provided online via live broadcasts
Webcasting
2020
Designing Effective Training Activities
Selecting Training Methods
Training methods in which trainees are passive recipients of information
Presentation Methods
Includes overheads, slides, and videoAudiovisual Techniques
Includes iPods and PDAsMobile Technologies
2121
Designing Effective Training Activities
Selecting Training Methods
Training methods that actively involve the trainee in learningHands-on Methods
Peers or managers training new or inexperienced employees who learn the job by observation, understanding, and imitation
On-the-job Training
A program in which employees take responsibility for all aspects of learning
Self Directed Learning
A work study method with both on the job and classroom training
Apprenticeship
A training method that represents a real life situation, allowing trainees to see the outcomes of their decisions in artificial environment
Simulation
2222
Designing Effective Training Activities
Selecting Training Methods
Training methods that actively involve the trainee in learningHands-on Methods
Using role playing to enforce certain models of behavior
Behavior Modeling
Combines the advantages of video and computer based instructions
Interactive video
Computer description of humans that can be used as imaginary coaches, co-workers, and customers in simulations
Avatars
Computer based technology that provides trainees with a three dimensional learning experience
Virtual Reality
2323
Designing Effective Training Activities
Selecting Training Methods
Training methods that actively involve the trainee in learningHands-on Methods
Instruction and delivery of training by computers through the internet or company intranet
E-Learning
Technology platform that automates the administration, development, and delivery of a company’s training program
Learning Management System
Directly translating instructor led training onlineRepurposing
Ability of trainees to actively learn through self pacing exercises, links to other materials, and conversation with other trainees and experts
Learner Control
2424
Designing Effective Training Activities
Selecting Training Methods
Training methods that actively involve the trainee in learningHands-on Methods
Training techniques that help trainees share ideas and experiences, build group identity, understand the dynamics of interpersonal relationships, and get to know their own strength and weaknesses and those of their co-workers
Group or Team building Methods
Learning focused on the development teamwork and leadership skills by using structured outdoor activities
Adventure Learning
2525
Designing Effective Training Activities
Selecting Training Methods
Training methods that actively involve the trainee in learningHands-on Methods
A training method that represents a real life situation, allowing trainees to see the outcomes of their decisions in artificial environment
Team Training
Team members understand and practice each other’s skills
Cross Training
Trains the team in how to share information and decisions
Coordination Training
Training the team manager or facilitatorTeam leader
Training
2626
Designing Effective Training Activities
Selecting Training Methods
Training methods that actively involve the trainee in learningHands-on Methods
Teams work on an actual business problem, commit to an action plan, and are accountable for carrying out the plan
Action Learning
An action training program that provides employees with defect reducing tools to cut costs and certifies employees as green belts, champions, or black belts
Six Sigma Training
2727
Designing Effective Training Activities
Which Training Method to Select?
Type of learning outcome Transfer of training
effectiveness Time needed
Number of trainees Cost
2828
Designing Effective Training Activities
Evaluating Training Programs
A way to evaluate the effectiveness of a training program based on cognitive, skills based, affective, and results outcomes
Training Outcomes
Strengths &Weaknesses – Design contribution to learning – Trainees benefited – Level of satisfaction – Financial benefits & costs – ROI – Cost comparison with
other programs
Reasons for Evaluating Training
2929
Designing Effective Training Activities
Evaluating Training Programs
Evaluation Design
Pretest/Posttest with Comparison Group Posttest only with comparison Group
Pretest / Posttest Posttest Only
Time Series
3030
Designing Effective Training Activities
Evaluating Training Programs
Determining Return on Investment
the process of determining the economic benefits of a training program using accounting methods
Cost Benefit Analysis
Determining Costs Determining Benefits
Making the Analysis
3131
Designing Effective Training Activities
Evaluating Training Programs
Training Effects to be Measured
1- Reaction
2- Learning
3- Behavior
4- Results
Effectiveness
Cost Effectiveness
3232
Selection Methods Standards
Validity
The extant to which a performance measure all the relevant –and only the relevant- aspects of job performance
Criterion Related Validation Content Validation
3333
Selection Methods Standards
Validity
Criterion Related Validation
Predictive Validation Concurrent Validation
A method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job performance scores
Acieration related validity study that seeks to establish an empirical relationship between applicants’ test scores and their eventual
performance on the job
Acieration related validity study in which a test is administered to all the people currently in a
job and then incumbents’ scores are correlated with existing measures of their performance on
the job
3434
Selection Methods Standards
Validity
Content Validation
A test validation strategy performed by demonstrating that the items, questions, or problems posed y a test are a representative sample of the kinds of situations
or problems that occur on the job
3535
Selection Methods Standards
Generalization
The degree to which the validity of a selection method established in one context extends to other contents
Utility
The degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in real organization
3636
Selection Methods Standards
Legality
The degree to which the selection methods confirm to existing laws and legal precedents
3737
Types of Selection Methods
Interviews
A dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment
Advantages Disadvantages
Situational Interview
3838
Types of Selection Methods
References, Biographical Data, and Applications Blanks
Advantages Disadvantages
4040
Types of Selection Methods
Cognitive Ability Tests
Verbal Comprehension
Advantages Disadvantages
Quantitative Ability Reasoning Ability