Professional Documents
Culture Documents
Technology
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SL. No Name ID Intake/Section
Two critical issues must be considered in the design of the training prior to its
delivery.
The first is interface occurs when prior training learning or established habits act
as a block or obstacle in the learning process.
The more experience someone has in a certain way, the more difficult it may be
to modify the response they display.
Transfer refers to whether the trainee or learner can actually perform the new
skills or use the new knowledge on the job. In other words, transfer is the extent to
which the trainee or learner is able to transfer the learning to the actual job
setting.
Those responsible for training need to ensure that it provides maximum transfer.
Example: On-the-job training where the employee is trained under the exact
working condition.
This sort of training utilizes techniques that to simulate what happens on the job.
Md. Salman Ali
15163201071
37/1
Computer-Based Training
Computer-Based Training
Computer-based training is becoming increasingly prevalent as technology becomes more
widespread and easy to use. Though traditional forms of training are not likely to be replaced
completely by technological solutions, they will most likely be enhanced by them. Human
interaction will always remain a key component of workplace training.
Advantages
1.Computer-based training programs are easy to use.
2. They can often be customized or custom designed.
3. They are good for helping employees develop and practice new skills.
4. They are useful for refresher training. They are applicable to self-directed learning.
5. They can be cost-effective because the same equipment and program can be used by large
numbers of employees.
6 They are flexible because trainees can learn at their own pace and at a time thats convenient
for them. Computer-based programs are available 24 hours a day, 7 days a week. No matter
which shift an employee works, training is always available.
Computer-Based Training
Disadvantages
2. Learning: Learning measures whether the employees know more than they did prior to
undertaking the training. Knowledge based training can be measured by written tst or
3. Behavior: Behavior measures what employees do on the job after the training. Behavior
4. Results: Evaluation of results looks at the overall outcomes of the training. Results of training
programs are often not immediate; it may be takes time to achieve employees developing.
Saddam Mollah
16171201051
38/2
Exhibit 9-4
Links Between Training, Performance Management, &
Compensation
Managing programs that receive/inspect people, goods, & services from other nations (10%)
Relationship-building skills
Self-knowledge
Intercultural communication
Organizational skills
2. Build support for developing global leaders among government agencies and in broader society
5. Strengthen interagency and public/private partnerships to provide for global leadership development
Sustaining and
advancing T&D
Copyright 2005 South-
133
Western. All rights reserved.
Reading 9.2
Tying T&D to Strategic Business Plans
Intimate and structured linkage between strategic mission and goals of T&D
program
T&D goals and processes reviewed and updated annually around changing strategic
needs
T&D executives integrated into strategic planning process
Reading 9.2
Policies & Values to Support T&D Systems
-Structural
e.g., linkages between organizations planning process and T&D operation
-Policies
Formal means of communicating T&D expectations
-Value Statements
Informal and decentralized means of pushing managers to develop appropriate
attitudes
Copyright 2005 South-
134
Western. All rights reserved.
Asma Ul Husna Oyshi
16172201062
39/2
Reading 9.2
Linking Business Strategy with T&D
Reading 9.2
Determining Content of T&D
Strategic objectives
arrange training program and try to develop their skill. So they invest a
for employees.
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