EMPLOYEE TRAINING

EMPLOYEE TRAINING
Goal: Continuously improve the qualities of organizations human resource

THE EXPECTED OUTCOMES OF TRAINING

Immediate

Intermediate

Ultimate

Training

Learning

Transfer of Training

Organizational and Personal Accomplishment

Learning
A relatively permanent change in behavior, cognition, or affect that occurs as a result of ones interaction with the environment. The ultimate change is still behavior.

Transfer of Training
The ability of the trainees to effectively and continually apply the learned capabilities gained in training to their jobs which is reflected in their improved performance.

Training Ultimate Outcome

Enhancement of organizations competitiveness and effectiveness Improve qualities of goods and services Improve productivity Minimize costs
Meeting employees needs Improve self esteem Improve job satisfaction Improve earning and job mobility

OUTCOMES

SYSTEMATIC TRAINING PROCESS

SYSTEMATIC TRAINING PROCESS

Needs Analysis
Determining the gap between what the organization wants to happen and what actually happens Planning the intervention to eliminate the gap (fulfilling the needs)

Design

Implementation

Executing the decisions made during the design stage Measuring the effectiveness of the intervention

Evaluation

TRAINING NEEDS ANALYSIS

A systematic process by which an organizations training needs are identified and articulated (acted upon)

Refers to the process used to determine if training is necessary

LEVELS OF NEEDS ANALYSIS

Person Analysis Task Analysis

Organizational Analysis

PERSON ANALYSIS
Directed at determining the training needs of the individual employee
Whether performance deficiencies result from a lack of knowledge, skills, abilities, or other personal traits, (training issue) or from a motivational, work, or situational problem

Pertinent Questions:
Who should be trained? What kind of training do they need?

MODEL OF PERSON ANALYSIS

Appraise individual employees performance
Identify discrepancies Determine source of discrepancies Select intervention External factors Internal factors KSATs deficiencies Inadequate Equip., etc.

Motivational problems

TASK ANALYSIS
A systematic collection of data of a specific job or group of jobs to identify the important tasks and knowledge, skills, and behaviors that need to be emphasized in training for employees to achieve optimal performance
Pertinent Question: What be done to perform the job(s) effectively Task analysis focuses on the job, rather than on the individual doing the job

Organizational Analysis
Pertinent Questions:

Under what organizational and environmental conditions will it occur? What factors will facilitate or inhibit the training?

Components of Organizational Analysis

The appropriateness of training, given the business goals and strategy

Resources available for training

Support by managers and peers for training (organizational climate) Environmental constraints

DESIGNING TRAINING PROGRAMS

Define program objectives
Select trainer(s)

Jointly determine program details

Contents

Methods

Materials

Schedule

Physical environment

TRAINING OBJECTIVE: WHAT IS IT?

Description of a performance you want learners to be able to exhibit before you consider them competent - Mager Expected outcomes or the end-state of human resource development interventions such as training

GENERAL OBJECTIVES

Improving Performance

Motivating Employees

Updating Knowledge

ELEMENTS OF A USEFUL PROGRAM OBJECTIVE

Performance:
A statement of what the trainee is expected to do

Conditions:
A statement of the condition under which the trainee is expected to perform the desired outcomes

Criteria:
A statement of the quality or level of performance that is acceptable

OTHER CHARACTERISTICS OF A USEFUL OBJECTIVE

Trainee-centered

Time-oriented Achievable

TRAINING METHODS

The activities through which learning inputs are to be imparted to trainees

CLASSIFICATION OF TRAINING METHODS

On-the-Job

Off-the-Job

ON-THE-JOB TRAINING

Job Rotation Mentoring Delegation Coaching Job Instruction Training (JIT)

OFF-THE-JOB TRAINING

Mediated Instruction

Trainer Interactive

TRAINER INTERACTIVE TRAINING METHODS

TRAINER-CENTERED
Lecture

TRAINEE-CENTERED
Case study Role play In-basket exercise Application projects Games Socratic method

Lecture-discussion
Talk

IMPLEMENTING T&D PROGRAMS

Executing the program as planned Creating learningenhancing environment

Solving problems

Monitoring the program

LEVELS OF EVALUATION: THE KIRKPATRICKS APPROACH

LEVEL
Reaction Learning Behavior Results

QUESTIONS
Were the participants pleased with the program ? What did the participants learn in the program ? Did the participants change their behavior based on what was learned ? Did the change in the behavior positively affect the organization ?