learning and development first module

8/10/2019 Learning and Development First Module

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Learning vs Training


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Learning ,Training & Development

Learning has happened when people can demonstrate that theyknow something that they did not know before(Insights,realization as well as facts) and when they can do somethingthey could not do before(skills)

Training is one of several responses an organization canundertake to promote learning

Learning which lies within the domain of individual and traininglies within the domain of organization

Development is concerned with ensuring that a persons ability

and potential are grown .It is an unfolding process that enablespeople to progress from present state of understanding andcapability to a future state in which higherlevel skills,knowledge and competencies are required


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Learning Organization

Organizations where people continually expand their capacity tocreate the results they truly desire , where new and expansivepatterns of thinking are nurtured, where collective aspiration isset free and where people are continually learning how to learn

together

The ability to learn faster than your competitor may be the onlysustainable advantage


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COMPONENTS OF LEARNING AND DEVELOPMENT

Organizationallearning

Training

Learning anddevelopment

Leadership &managementdevelopment

Self-directedlearning

E-learning

Coachingandmentoring

Formalon-the-job

training

Formaloff-the-job

training

Knowledge

management

Individuallearning anddevelopment

Blendedlearning

Workplacelearning


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5-Year 5-Year Avg. Enterprise Innovation

Avg. Sales Net Income Value ($bil) Premium*

Growth (%) Growth (%)

20.7 75.11 Salesforce.com 39.5 78.7

Rank Company

52.3

2 Amazon.com 32 37.6

4 Tencent Holdings 69 75.4 46.5

44.9

5 Apple 35.1 60.7

7 Google 35 37.1 138.1

42.6

8 Natura Cosmticos 17 13.5

10 Monsanto 13.4 44.7 41.3

92.7 58.9

3 Intuitive Surgical 43.4 36.4 13.4 57.6

303.4 48.2

6 Hindustan Unilever 10 4 15.5 47.7

10.2 44.5

9

Bharat Heavy

Electricals 27.2 25 19.5 43.6


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THE MOTIVATION TO LEARN

People will learn more effectively if they are motivated to learn


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KEY LEARNING THEORIES

Reinforcement theory

Cognitive learning theory

Experiential learning theory Social learning theory


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ORGANIZATIONAL LEARNING

Organizational learning is the development and acquisition in

organizations of knowledge, understanding, insights, techniques

and practices in order to improve organizational effectiveness


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THE NOTION OF THE LEARNING

ORGANIZATION

A learning organization was defined by Pedler et al (1997) as one

that facilitates the learning of all its members and continually

transforms itself'


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SINGLE- AND DOUBLE-LOOP LEARNING

Define expectations

Take action

Plan corrective Monitor and review

action Single-loop learning

Re-define expectations

as necessary

Double-loop learning


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Analysis

The first phase of the ADDIE process is analysis or assessment, in which data iscollected to identify the gaps between actual and desired organizational

performance.

A needs analysisis the process used to identify, articulate, and document theorganization's developmental needs.

A needs analysis can be used to identify:

The organizations goals and its effectiveness in reaching those goals.Gaps or discrepancies between current and desired performance.

Types of program needed.

Critical cultural influences.

Training program content based on fact rather than intuition.

Anticipated challenges and areas of potential learner resistance.

Base line information to evaluate effectiveness.

Resource and logistical limitations.

Parameters for cost effective programs.


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LEARNING NEEDS ANALYSIS:

IDENTIFYING THE LEARNING GAP

Learning gap What should beWhat is

Actual performance

levels

Knowledge and skill

possessed

Performance levels

required

Knowledge and skill

required


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Corporate Function Individual

Performancereviews

Training surveysBusiness plans Human resourceplans

Job and roleanalysis

IDENTIFYING LEARNING NEEDS MODEL


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Low Power Distance High Power Distance

Decisions regarding who should

participate in training are based ondevelopmental needs or skill

deficiencies.

Decisions regarding who should participate in training may be based

on group membership.

An individual or groups training needs

are based in formal performance

evaluations and specific developmental

objectives.

Individual or group skill deficiencies or developmental needs may

not be expressed.

Participation in training may be driven by group affiliation rather

than individual need.

Needs analysis are conducted

participatively.

Needs analysis may be less effective if conducted participatively.

In high power distance cultures, individual may be reluctant to

discuss or share skill deficiencies or developmental needs because

this causes them to lose face.

Cultural Implications:

Identifying skill and performance gaps is usually considered to be a key aspect of aneed analysis. In the global environment, however, cultural factors may interferewith this goal and also affect the way the needs analysis is conducted.

Some of the most important differences are describes as below:


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Design

The next phase of the ADDIE process is design. During this phase, broad goalsand objectives are developed, and broad plans for the treatment of the content andstrategy for implementation are made. All major components are included, togetherwith the order and method in which they will be generated.

Goals and objectives:

Objectives are based on the goal if the program and serve many functions,including:

Providing a focus for the design.

Alerting participants to what they should know at the end of the program.

Contributing to the process of knowledge and skill transfer.

Providing a means of measuring what was learned.


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Development

The third phase is the development phase, during which materials are created,

purchased, or modified to meet stated objectives. A primary activity during thedevelopment phase is the creation of materials that will be used in the program.

Global training and human resource professional must understand and consider:

How the local culture will view the educational and training processes. In many

Asian culture, for example, education and training are determined within a highpower distance context.

What members of the local culture expect and how they will perceive theleader/instructor. Again, in many cultures, the instructor is perceived as andexpected to act like an expert.

The way the local culture will perceive and respond to various learning activities.


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The following are some of the types of learning methods and activities:

Classroom Training:

Face to face training delivered by a live instructor to an audience physicallylocated in the same classroom is a traditional mode of training frequently.Organizations may also use external resources such as colleges anduniversities, trade associations, and training vendors. The face to face classroomstructure provides the use of several types of learning activities, includingpresentations and lectures, case studies, readings, demonstration, group

discussions, and simulations.Instructor led webinars

Instructor led webinars are a modification of instructor led delivery sometimesreferred to as distributed training. Distributed training refers to the use of anorganizations electronic communication network to teach, train and

communicate. It usually involve a leader or facilitator at one location whocommunicates electronically with audience members who may reside in one ormultiple remote locations.


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Self directed study:

It allows learners to progress at their own pace through a set of training materialssuch as workbooks, compact disks, or Web based materials, often without the aid ofan instructor.

Self Directed Study Advantages Self Directed Study Disadvantages

Flexible, self paced learning.

Opportunities for testing and retesting.

Can focus on certain areas.

Cost effective and used in many settings.

Reduced need for trained andexperienced instructors.

Learners must be highly motivated and organized or the effort

can fail.

Little direct feedback unless supplemented by online feedback

or instructor support mechanisms.

Self directed learners sometimes skip over important concepts.

May be expensive to develop thorough content.

In some cultures, learners are uncomfortable with high levels of

responsibility for their own learning.

Blended learning


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Blended Learning Advantages Blended Learning DisadvantagesMultiple methods to meet learning objectives and

cultural needs.

Adaptable to multiple cultural needs.

Facilitates both independent and collaborative

learning.

Scheduling and facility flexibility.

Lower delivery costs than strategies that relyexclusively on face to face training.

Array of possibilities for interaction and enhanced

learning

Methods must be carefully chosen based on strategic

objectives or efforts may fail.

There may be technology and security constraints to

overcome.

Participants must be organized and motivated to

complete the learning.

Move coordination required as a result of the use of

multiple methods.

Costs of all strategies must be fully anticipated.

More coordination is necessary.

More time may be required to develop all aspects of

the program

Blended learning:

It is a planned approach to learning that includes a combination of deliverymethods such as e learning, self paced study, and performance support such asjob aids or coaching.

On the job training (OJT):


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On the job Training Advantages On the job Training Disadvantages

Relevant to the job and just in time.

Relies on and takes advantage of the real

environment.

Opportunity for immediate feedback.

Applicable for individuals and small groups.

May be difficult to schedule

May be potential safety issues in the real

environment.

May be distracting to coworkers.

Time and resource intensive.

Subject matter and process experts needed todemonstrate and provide feedback.

On the job training (OJT):

It is provided to employees by managers and supervisors at the actual work site. Itutilizes demonstration and hands on performance of job tasks to be accomplished.


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Learning Style

Learning style refers to way individuals take in and process newinformation.

The concept is based on the idea that people learn differently and tailoringthe delivery of the information to address those differences will enhancelearning and retention.

Observation and instructor inference about learner behaviors is required inorder to identify the most likely learning style.

Three accepted learning styles or ways of learning are visual, auditory, andkinesthetic. These styles and their cultural implications are discussed innext slide.


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Implementation

Implementation is the phase of the process where the program is delivered tothe target audience.

It includes:

Pilot program testing

Content revisions

Language and translation

Instructor selection

Logistical considerations.

Announcing, implementing, and supporting the program.


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Evaluation

The final phase of the ADDIE model involves measuring the effectiveness ofthe training. Evaluation consists of comparing the program results to theestablished objectives to determine whether the original needs were met.Participant reactions, retention of new information, application of newprocedures , changes in behavior on the job, and changes in organizationalperformance are all indicators that should be considered when evaluatingtraining results.

While an important component of the process, evaluation is a step that is often

overlooked by organizations. Training program evaluations can: Determine whether a program achieved its objectives.

Identify best practices as well as the strengths and weakness of individualprograms.

Help the organization assess the cost benefit ratio of training.

Determine whether the program content and learning methods wereappropriate.

Establish a database of information to assist in future strategic decisionmaking.


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Level What is Evaluated Data Gathering Methods

Level 1Reaction How participants felt about theprogram

ChecklistsQuestionnaires

Interviews

Level 2Learning How participants increased orotherwise changed their knowledge,

skills, and attitudes.

Post- measure tests

Pre /post measure tests

Pre /post measure tests with control

group.

Level 3Behavior How participants changed their

behavior on the jobPerformance tests

Critical incidents

360-degree feedback

Simulations

Observations

Level 4 - Results How the program affected the

organizational goals

Cost benefit analysis

Return on investment analysis

Progress toward organizational objectives.

Performance appraisals

Cultural Implications of Learning Styles


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Computing the return on investment on training

After completing all 4 levels of evaluation identified by Kirkpatrick, anorganization may choose to use the data collected at each level to complete

a 5thlevel of evaluation by calculating the return on investment produced bythe training. This level of analysis is usually conducted only for 10% to 20% ofall training programs because the collection and analysis of data can be timeconsuming and expensive.

Computing the return on investment of training involves:

1. Isolating the effects of the training.

2. Converting these effects (benefits) into monetary values.

3. Calculating the costs of the training.

4. Comparing the value of the effects to the incurred costs.


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The ROI formula relies on the effects data and the incurred costs as follows:

ROI % = Net Program Benefits * 100 Total Incurred CostsIf the net program benefits are $120,000 and total incurred costs are $100,00:

ROI = $120,000 * 100 Producing an ROI of 120%

$100,000

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