Chapter 3: Training and Development (T&D) Flashcards
3 M’s of Training and Development (T&D)
Maintenance
Motivation
Measurement
A process or method of providing programs that may modify, change, increase or improve the level of performance of employees
Training
Methods of allowing employees to grow by giving them opportunities take on greater or bigger responsibilities in preparation for more challenging tasks in the future.
Development
The official and on going activities within an organization designed to enhance the fulfillment and performance of employees.
Training and Development
Uses an effective instructional design process to ensure that training is linked to the fulfillment of company goals
High-leverage training
Provides employees with the chance to study the whole system that includes the inter-relationships among jobs, their work units and the company
Continuous Learning
Training Cycle by Buckley and Caple
Identifying Training Needs
Preparation
Training Delivery
Applying Learning
Evaluation
Identification of ITN
a. Reactive (Present) Approach
b. Proactive (Future) Approach
Reactive (Present) Approach:
- Define the problem and focus on past performance by studying quality standards, productivity levels, customer complaints and accident rates.
- Identify who is responsible for solving the problem.
- Define the method to be used in solving the problem.
- Analyze the problem.
- Identify probable solution to the problem.
- Prepare a report as a form of feedback.
To determine if future performance is linked to the organization’s objectives
Proactive (Future) Approach
Proactive (Future) Approach
The focus should be placed on the following:
Corporate Strategy
Manpower and Succession Planning
New Technology, Products, or Services
New Laws
Ongoing Personnel Procedures
“_____ is a learning experience that seeks a relatively permanent change in an individual that will improve his ability to perform on the job.” (De Cenzo and S Robbins.)
Training
“_____ is the act of increasing the knowledge and skill of an employee for doing a particular job.” (Edwin Flippo)
Training
A process or method of providing programs that may modify, change increase or improve the level of performance of employees.
Training
According to Noe (2010), it is a planned effort by a company to enhance and facilitate the learning of job-related competencies.
Training
Preparation
Planning and Design
Training proper
Delivery/Facilitation
Applying learning
Assessment
3 M’s:
The company invests in its employees through training and development to enhance loyalty to the company, while the firm tries to maintain or enhance the employees’ good performance.
Maintenance
Training Process
Needs Assessment
Setting Objectives
Designing
Implementation
Evaluation
Needs Assessment: (Training Process)
Types of Training Needs Analysis
- Organizational Analysis
- Task Analysis
- Individual Analysis
Methods of Gathering Needs Data:
Survey/Questionnaire
Interviews
Performance Appraisal
Observations
Tests
Assessment Centers
Focus Group Discussions
Document Reviews
Advisory Committees
Training Process:
Setting Objectives
Knowledge
Attitude
Skills
Training Process:
(structure, flexibility, relevance, evaluation and feedback, transferability and cost-effectivess)
- must be validated
Designing
Steps in Designing a Training Program:
Title
Rationale of the Training
Objectives of the Training
Course Outline
Learning Methodology
Time Frame
Duration and Venue
Evaluation Method
Resource Speakers/Persons
Training Cost
3 M’s:
_____ in the training and development function discusses the different techniques in training and developing employees to boost their morale and encourage them to grow and to perform better.
Motivation
To gain additional knowledge
Cognitive Methods
Cognitive Methods
Lecture
Demonstration
Discussion
Computer-based Training
Programmed Instruction
Virtual Reality
Distance Training
Brainstorming
Worksheet
Used to develop skills
Behavioral Methods
Behaviorial Methods
Games and Stimulations
Management Development Programs
On-the-Job Training
Training Process:
Training delivery
Implementation
Implementation
Lead by example with high integrity and credibility
Exercise humility
Show enthusiasm
Training Process:
Feedback
Evaluation
3 M’s:
Evaluating the training and development programs requires a cost-benefit analysis.
Measurement
Donal Kirkpatrick’s Training Evaluation Model:
Reaction
Learning
Behavior
Results
Donal Kirkpatrick’s Training Evaluation Model:
End results of the program in terms of job performance, productivity and efficiency
Learning
Donal Kirkpatrick’s Training Evaluation Model:
Participant’s recall of what has been learned and the actual application of what is recalled
Behavior
Donal Kirkpatrick’s Training Evaluation Model:
Evaluated the effect of the participant’s performance
Results
Phillips Model
Reaction, Satisfaction and Planned Action
Learning
Application and Implementation
Business Impact
ROI
The most credible and most widely-used training evaluation tool.
Return on Investment (ROI) Methodology
The ratio of the net benefits of an investment compared to its total costs.
Return on Investment (ROI) Methodology
Formula of Return on Investment (ROI) Methodology
ROI = (Total Program Benefits - Total Program Cost) / Total Program Cost x 100%
