Chapter 6

Question 1

True or False: Courts may find that an employee handbook’s contents are legally binding commitments

Answer 1

If it was provided at the time of hiring and there was expressed intent to bind employment conditions to the handbook and/or the employer intended for the handbook to be
binding

Question 2

What type of language should be avoided in an employee handbook to prevent creating binding commitments?

Answer 2

Statements such as “No employee will be fired without just cause” or those that imply job security should be avoided to prevent legally binding commitments.

Question 3

How can an employee handbook’s policies evolve over time?

Answer 3

Handbook policies may evolve in response to changes in the political climate, employment law, and union-management relations guidelines.

Question 4

Why should orientation programs be evaluated?

Answer 4

To assess whether they provide helpful information to new employees in a timely and
cost-effective manner

Question 5

What are the three approaches to evaluating orientation programs?

Answer 5

1. Employee reaction
2. Socialization effects
3. Cost/benefit analysis

Question 6

How are employee reactions used to evaluate orientation programs?

Answer 6

Interview or survey new employees for opinions on the usefulness of the orientation program

Evaluate job performance within specified time periods to assess transference of learning and behaviours where possible

Question 7

How are socialization effects used to evaluate orientation programs?

Answer 7

Review new employees at regular intervals to assess progress toward understanding and accepting the organization’s beliefs, values, and
norms.

Question 8

How are cost/benefit analyses used to evaluate orientation programs?

Answer 8

Compare (1) orientation costs, such as printing handbooks and time spent orienting new employees by HR staff and immediate supervisors,
with (2) benefits of orientation, including a reduction in errors, rate of productivity, efficiency levels, and so on

Question 9

What are the potential problems that can arise with orientation programs?

Answer 9

• Too much info
• Little or no orientation
• Info is too broad
• Info is too detailed

Question 10

What is the issue with too much information provided at an orientation?

Answer 10

Too much information is provided in a short time (usually one day) and the new employee is overwhelmed. New employees commonly find themselves inundated with forms to fill out for payroll, benefits, pensions, and so on

Question 11

What is the issue with too little information provided at an orientation, and what type of workers is it a common problem for?

Answer 11

Means that new employees must personally seek answers to each question that arises and work without a good understanding of what is expected of them. This is a common problem for part-time and contract workers.

Question 12

What is the issue with broad info provided at an orientation?

Answer 12

The orientation information provided by the HR department can be too broad to be meaningful to a new employee, especially on the first day

Question 13

What is the issue with detailed info provided at an orientation?

Answer 13

The orientation information provided by the immediate supervisor may be too detailed to be remembered by the new employee realistically

Question 14

What is training?

Answer 14

The process of teaching employees the basic skills/competencies that they need to perform their job successfully

Question 15

What are some examples of training?

Answer 15

• Showing a new production worker how to operate a machine
• A new salesperson how
  to sell the firm’s product
• A new supervisor how to interview and appraise employees

Question 16

How does training differ from development?

Answer 16

Training: focuses on skills and competencies needed to perform employees’ current jobs
Development: broader and long-term nature. Aims to prepare current employees for future jobs within the organization.

Question 17

Why is it important for Canada to focus on upgrading the skills of its labor force?

Answer 17

Canada’s global competitiveness and ability to manage technological change depend on the continuous upgrading and renewal of workforce skills.

Question 18

Who holds the responsibility for skills development according to the recent federal government report?

Answer 18

Both young and older workers are responsible for skills development, with a need for older workers to adopt a lifelong learning approach.

Question 19

Why is it important to align training with business goals?

Answer 19

Aligning training with business goals ensures that training is part of the organization’s strategic plan and contributes to its success.

Question 20

What skills are most needed for improvement in today’s business environment?

Answer 20

Problem-solving, communication, and teamwork are the skills most in need of improvement.
Therefore, training is moving to centre stage as a necessity for improving employers’ competitiveness

Question 21

What do training professionals in today’s business world need to do ?

Answer 21

• To understand the organization’s business
• Speak its language
• Demonstrate the business value of training investment

Question 22

Why is it important to treat training as a strategic investment in human capital?

Answer 22

In today’s service-based economy, highly knowledgeable workers can be the company’s most important assets

Question 23

How much does the average Canadian organization spend on learning and development per employee?

Answer 23

The average organization in Canada spends $899 per employee on learning and development, which is about 1.39% of the payroll budget.

Average employee undergoes 32 hours of training and development a year.

Question 24

How do Canadian organizations’ learning and development expenditures compare to American organizations’?

Answer 24

Canadian organizations spend significantly less on learning and development than their American counterparts.

Question 25

How are learning and development expenses divided in Canadian organizations and what does it indicate?

Answer 25

Learning and development expenses are split between external providers, internal providers, and third-party providers like universities.

Indicates: Focus on both job- or organization-specific training and general training or skills development

Question 26

What is the breakdown of direct learning and development expenditure?

Answer 26

39%- external providers
39%- workplace L&D staff salaries
13%- employee tuition
4%- other
3%- learning facilities
2%- technology

Question 27

What has the federal government called for regarding business training spending?

Answer 27

The federal government has urged businesses to increase spending on employee training.

Question 28

What have businesses asked the government to do for professional immigrants?

Answer 28

Businesses have asked the government to expand programs to help professional immigrants obtain Canadian qualifications in their fields.

Question 29

What is the role of the Canadian Council on Learning?

Answer 29

The Canadian Council on Learning was created to promote best practices in workplace learning.

Question 30

What training-related law has the Quebec government legislated?

Answer 30

Quebec requires firms with a payroll over $1 million to spend 1% of payroll on employee training or pay an equivalent tax.

Question 31

How does increased training benefit employee commitment?

Answer 31

Training shows faith in the company’s future and its employees, strengthening loyalty and commitment.

Question 32

True or False:
Few things can better illustrate a firm’s commitment to its employees than continuing developmental opportunities to improve themselves, and such commitment is usually reciprocated.

Answer 32

True

Question 33

Why do high-commitment firms like the Bank of Montreal invest heavily in employee training?

Answer 33

High-commitment firms provide extensive training, such as BMO’s seven days per year (more than double national average), to foster employee loyalty and development.

Question 34

What do young employees today value in an organization?

Answer 34

Young employees view learning and growth opportunities as key to a successful and secure future and are drawn to organizations committed to talent development.

Question 35

What must be assessed in employee training programs under human rights and employment equity legislation?

Answer 35

Training programs must be assessed for their impact on designated group members

Question 36

What is an example of a training program being assessed for its impact on designated groups?

Answer 36

If relatively few women or visible minorities are selected for the training program, there may be a requirement to show that the admissions procedures are valid—that they predict performance on the job for which the person is being trained

Question 37

What might indicate that a training program is unfairly discriminatory?

Answer 37

If admission procedures or training materials, like manuals with advanced reading levels, disproportionately affect certain groups, such as non-native English speakers which leads them to do poorly in the program quite aside from their aptitude for the jobs for which they are being trained

Question 38

What happens if an employee refuses to attend a lawful and reasonable training program?

Answer 38

An employee who refuses to attend may be considered to have abandoned their position.

Question 39

What is negligent training?

Answer 39

Occurs when an employer fails to adequately train an employee who subsequently harms a third party.

Question 40

What can employees dismissed for poor performance or disciplined for safety infraction claim?

Answer 40

That the employer was negligent in that the employee’s training was
inadequate

Question 41

What are the 5 steps in the training and development process?

Answer 41

1. Training Needs Analysis
2. Instructional Design
3. Validation
4. Implementation
5. Evaluation of Training

Question 42

Give a summary on step 1. training needs analysis

Answer 42

Identify the specific job performance skills needed, analyze the skills and needs of the prospective trainees, and develop specific, measurable knowledge and performance objectives
Managers must ensure that the
performance deficiency is amenable to training rather than caused by poor morale because of low salaries

Question 43

Give me a summary on step 2. instructional design

Answer 43

Actual content of the training program is compiled and produced, including workbooks, exercises, and
activities

Question 44

Give me a summary on step 3. validation

Answer 44

The bugs are worked out of the training program by presenting it to a small, representative audience.

Question 45

Give me a summary on step 4. implementation

Answer 45

Training pro-gram is implemented, using techniques discussed in chapter 6 and 7 (such as
on-the-job training and programmed learning)

Question 46

Give me a summary on step 5. evaluation of training

Answer 46

There should be an evaluation and
follow-up step to assess the program’s successes or failures

Question 47

What is the first step in training?

Answer 47

To determine what training is required, if any

Question 48

What is the main challenge in assessing the training needs of new employees?

Answer 48

To determine what the job entails and to break it down into subtasks, each of which is then taught to the new employee

Question 49

What are the two main techniques for identifying training needs?

Answer 49

1. Task analysis
2. Performance analysis

Question 50

What is task analysis and how is it used?

Answer 50

Identifying the broad competencies and specific skills required to perform job-related tasks

Used for determining the training needs of employees who are new to their jobs

Question 51

What kind of hires are common for entry-level work?

Answer 51

Hire inexperienced people and train them
Aim: to develop the skills and knowledge required for effective performance Ex: soldering (in the case of an assembly worker) or interviewing (in the case of a supervisor)

Question 52

Why are job descriptions and job specifications helpful in task analysis?

Answer 52

These list the specific duties and skills required on the job and become the basic reference point in determining the training required to perform the job

Question 53

Some employers supplement the current job description and specifications with a task analysis record form, which typically contains WHAT six types of information:

Answer 53

1. List of job’s main tasks and subtasks
2. Indication of frequency of tasks and subtasks
3. Measurable description of performance standards for each task and subtask—for instance, “tolerance of 0.007 inches” or “within two days of receiving the order”
4. Conditions under which the task is performed
5. The competencies and specific skills or knowledge required for each task and subtask, specifying exactly what knowledge or skills must be taught
6. The decision as to whether the task is best learned on or off the job, based on several considerations such as training objectives, methods, and resources (e.g., prospective jet pilots must learn something about the plane off the job in a simulator
   before actually getting behind the controls)

Question 54

What happens once the essential skills involved in doing the job are
determined during task analysis?

Answer 54

New employees’ proficiency in these skills can be assessed and training needs identified for each individual.

Question 55

What is a competency model?

Answer 55

A graphic model that consolidates, usually in one diagram, a precise overview of the competencies (the
knowledge, skills, and behaviours) someone would need to do a job well.

Question 56

What are some core competencies in the Association for Talent Development’s model for a training professional?

Answer 56

Core competencies include achieving performance improvement, instructional design, and training delivery.

Question 57

How is instructional design (ex. of a competency) described in a competency model?

Answer 57

Designing, creating, and developing formal learning solutions to meet
organizational needs; analyzing and selecting the most appropriate strategy, methodologies, and technologies to maximize the learning experience and impact.

Question 58

What is the goal of competencies-oriented training?

Answer 58

The goal is to ensure the person can exhibit specific skills and knowledge (competencies) once the training is complete.

Question 59

How do trainees typically learn in competencies-oriented training?

Answer 59

Similar to other training; trainees learn through a mix of real-world exercises, teamwork, classes, and online resources, often under the guidance of a learning coach; the aim is to show mastery of particular competencies

Question 60

What is often included in competencies-oriented training assessments?

Answer 60

The training includes a list of competencies to be learned, criteria for assessing mastery, and examples of the competencies (ex. using a spreadsheet)

Students then complete their projects and assessors evaluate their competencies

Question 61

What is the main difference between task analysis and performance analysis?

Answer 61

Task: identifying competencies and skills needed to perform task, used to determine how to train NEW employees
Performance: identify significant performance deficiencies and whether they should be fixed through training (or other means) for CURRENT employees

Question 62

What is the purpose of performance analysis?

Answer 62

Performance analysis verifies whether a performance deficiency exists and determines if it should be addressed through training or other means, such as transferring the employee.

Question 63

What is the first step in performance analysis?

Answer 63

The first step is to appraise the employee’s performance because to improve it they have to compare their current performance with what it should be.

Question 64

Can you give an example of a performance deficiency?

Answer 64

“Salespeople are expected to make ten new contacts per week, but
John averages only six.”

“Other plants our size average no more than two minor accidents
per month; we are averaging five.”

Question 65

What are some methods for identifying how a current employee is performing?

Answer 65

• Performance appraisals
• Job-related performance data (including productivity, absenteeism and tardiness, grievances, waste, late deliveries, product quality, repairs, and customer complaints)
• Observations by supervisors or other specialists
• Interviews with the employee or the employee’s supervisor
• Tests of things like job knowledge, skills, and attendance
• Attitude surveys
• Individual employee daily diaries
• Assessment centre results
• Special performance gap analytical software, such as from Saba Software, Inc.

Question 66

What is at the heart of performance analysis?

Answer 66

Distinguishing between “can’t do” and “won’t do” problems is central to performance analysis.

Question 67

What defines a “can’t do” problem in performance analysis?

Answer 67

A “can’t do” problem occurs when employees lack the knowledge, tools, skills, or training needed to perform a task.

Question 68

What are some causes of “can’t do” problems?

Answer 68

Causes include employees not knowing what to do, lack of clear standards, obstacles like missing tools or supplies, inadequate training, or poor hiring decisions.

Question 69

What defines a “won’t do” problem in performance analysis?

Answer 69

A “won’t do” problem arises when employees have the ability to do the job but lack the motivation or desire to perform well.

Question 70

How can a company address “won’t do” problems?

Answer 70

The company might need to revise its reward system, such as by implementing an incentive program, to motivate better performance

Question 71

What should training objectives be like once training needs are identified?

Answer 71

Training objectives should be concrete and measurable.

Question 72

What is the purpose of training objectives?

Answer 72

Training objectives specify what the trainee should accomplish after completing the program, providing focus for both the trainee and trainer.

Question 74

How do training objectives help in evaluating a training program?

Answer 74

They provide a benchmark for assessing whether the training program was successful.

Question 75

What must training objectives align with?

Answer 75

Training objectives must be accomplished within the organization’s training budget.

Question 76

When does step 2 (instructional design) of the training process start?

Answer 76

After the employees’ training needs have been determined and objectives set, the training program can be designed

Question 77

What are the two major considerations in developing instructional design?

Answer 77

The two considerations are whether the learning will be programmed or informal, and the medium for training.

Question 78

What are common methods for training?

Answer 78

Common methods are in the workplace and include on-the-job training and apprenticeships.

Question 79

What are the benefits of using assisted or third-party learning for training?

Answer 79

Assisted or third-party learning provides expertise not available in-house and may offer cost reductions through economies of scale.

Question 80

What is programmed learning?

Answer 80

A systematic method for
teaching job skills that
involves presenting questions
or facts, allowing the person to
respond, and giving learners
immediate feedback on the
accuracy of their answers.

Question 81

What are some examples of programmed instruction devices?

Answer 81

Textbook or computer

Question 82

What are the three components in programmed learning?

Answer 82

1. Presenting questions, facts, or problems to the learner
2. Allowing the person to respond
3. Providing feedback on the accuracy of the learner’s answers

Question 83

What is the main advantage of programmed learning?

Answer 83

The main advantage of programmed learning is that it reduces training time by about one-third.

Question 84

What are some benefits to programmed instruction?

Answer 84

Facilitate learning because it lets
trainees learn at their own pace, provides immediate feedback, and (from the learner’s point of view) reduces the risk of error

Question 85

What is a con of programmed learning?

Answer 85

The cost of developing the manuals
or software for programmed instruction has to be weighed against the benefits.

Question 86

What is informal learning?

Answer 86

May be defined as “any learning that occurs in which the learning
process is not determined or designed by the organization.”

Question 87

What proportion of workplace training is informal?

Answer 87

About 2/3 and results from day-to-day unplanned interactions between new workers and their colleagues

Question 88

What is the primary method of providing corporate training in Canada?

Answer 88

Classroom training and lectures are a widely used method of classroom training delivery

Question 89

What are the advantages of lecturing?

Answer 89

It is a quick and simple way
of providing knowledge to large groups of trainees, as when the sales force must be taught the special features of a new product.

Question 90

Why has classroom learning evolved?

Answer 90

To maintain its relevance in the technological age

Learning opportunities must reflect employees’ new abilities and needs with features such as wikis, blogs, and podcasts

Question 91

What is blended learning?

Answer 91

In blended learning, the in-class training becomes tightly integrated with the online experience, and the relevance to the learner is vastly improved

Question 92

What are the benefits to blended learning?

Answer 92

Using a combination of instructor-led training and online e-learning, has been found to provide better learning results and higher learner engagement and enthusiasm than expected

Question 93

How has the classroom evolved in blended learning?

Answer 93

To include interactions with remote colleagues and instructors, e-learning in many forms, coaching, assessment, and feedback.

Question 94

What is on the job (OTJ) training?

Answer 94

On-the-job training (OJT) involves having a person learn a job
by actually performing it

Virtually every employee—from mailroom clerk to company president—gets some on-the-job training when joining a firm.

Question 95

True or false: in many companies, OTJ training is the only type of training available

Answer 95

True
It usually involves
assigning new employees to experienced workers or supervisors who then do the actual training. (Think Freshii training)

Question 96

What are the many advantages to OTJ training?

Answer 96

• It is relatively inexpensive
• Trainees learn while producing
• There is no need for
  expensive off-job facilities, such as classrooms or manuals

The method also facilitates learning, since trainees learn by actually doing the job and get quick feedback about the quality of their performance.

Question 97

What is apprenticeship training?

Answer 97

Basically involves having the learner/apprentice study under the tutelage of a master craftsperson

Question 98

Why is apprenticeship training critical today?

Answer 98

With an aging workforce in skilled trades, about 700,000 tradespeople are expected to retire in Canada between 2019 and 2028, creating a significant demand to recruit, train and onboard thousands of workers each year

Question 99

How are governments responding to the need for more tradespeople?

Answer 99

Federal, provincial, and territorial governments are increasing funding for apprenticeship training programs.

Question 100

How do apprentices become skilled workers?

Answer 100

Apprentices become skilled through a combination of classroom instruction and on-the-job training.

Question 101

What are some common trades that use apprenticeships?

Answer 101

Apprenticeships are widely used for occupations like electricians and plumbers.

Question 102

How many established trades in Canada have recognized apprenticeship programs?

Answer 102

Close to 170 established trades in Canada have recognized apprenticeship programs.

Question 103

What is job instruction training?

Answer 103

Step-by-step training following
the logical sequence of each
job’s basic tasks

Question 104

Why is job instruction training used?

Answer 104

Many jobs consist of a logical sequence of steps and are
best taught step by step

Question 105

What is the first step in job instruction training?

Answer 105

All necessary steps in the job are listed in their proper sequence.
A corresponding “key point” (if any) should be noted alongside each step

Question 106

What are the differences between steps and keypoints?

Answer 106

The steps show what is to be done, while the key points show how it is to be done and why

Question 107

How has job instruction training evolved in today’s service economy?

Answer 107

Step-by-step manual work training is being replaced by behavior modeling for service workers.

Question 108

What is behaviour modelling?

Answer 108

A training technique in which trainees are first shown good management techniques in a film, are asked to play roles in a simulated situation, and
are then given constructive feedback and praise by their supervisor.

Question 109

How popular is behaviour modelling?

Answer 109

One of the most widely used, well-researched, and highly regarded psychologically based train-ing interventions

Question 110

What are the 4 basic procedures in behaviour modelling?

Answer 110

1. Modelling
2. Role playing
3. Social reinforcement
4. Transfer of training

Question 111

What is the procedure “modelling”?

Answer 111

First, trainees watch live or video examples showing models behaving effectively in a problem situation. Thus, the video might show a supervisor effectively disciplining a subordinate, if teaching “how to discipline” is the aim of the training program.

Question 112

What is the procedure “role-playing”?

Answer 112

Next, the trainees get roles to play in a simulated situation; here they are to practise the effective behaviours demonstrated by the models

Question 113

What is the procedure “social reinforcement”?

Answer 113

The trainer provides reinforcement in the form of praise and constructive feedback

Question 114

What is the procedure “transfer of training?”

Answer 114

Finally, trainees are encouraged to apply their new skills when they are return to their job.

Question 115

What is e-learning?

Answer 115

E-learning is electronic-dependent or web-based training, commonly used by Canadian organizations.

Question 116

How does the cost of online training compare to traditional classroom training?

Answer 116

Online training generally costs about 50% less than traditional classroom-based training.

Question 117

Why is online learning ideal for adults?

Answer 117

Online learning allows adults to learn what they want, when they want, and where they want, making it flexible and convenient.

Question 118

Who benefits the most from online training solutions?

Answer 118

Highly specialized business professionals with limited time and global organizations seeking consistent training for all employees worldwide.

Question 119

Can you provide an example of a company using online training?

Answer 119

Uber offers online and on-demand training for its drivers.

Question 120

What do critics say should receive more attention in e-learning?

Answer 120

Content management, sound educational strategy, learner support, and system administration are critical to successful training outcomes.

Question 121

What are learner content management systems?

Answer 121

These systems deliver personalized content in small learning modules and are designed to enhance the e-learning experience.

Question 122

Can you name some common e-learning platforms used by university and college students?

Answer 122

Common platforms include Courselink, Brightspace, Moodle, Canvas, and Quercus.

These systems complement learning management systems that are focused on the logistics of managing learning. Together, they form a powerful combination for an e- learning platform.

This development is considered part of the new phase of e-learning,
involving greater standardization and the emergence of norms.

Question 123

What is a key challenge with the freedom of online learning?

Answer 123

Learners may not complete their training unless they are highly motivated, with NON-completion rates ranging between 50% and 90% of online courses

Question 124

What is recommended to improve the effectiveness of e-learning?

Answer 124

In general, a blended learning approach that combines personal interaction with online training tools is recommended for better outcomes.

Question 125

True or false: computer-based or online training programs can be very effective and are widely used

Answer 125

True

Question 126

Computer-based and online training programs can be more expensive than conventional lectures to develop but provide what advantages?

Answer 126

They are ideal when illustrating a sequence of events, exposing trainees to scenarios difficult to demonstrate live, or for organization-wide training.

Question 127

What are the three options for e-learning material?

Answer 127

Buying an existing product,
making one, or using a production company

Dozens of businesses issue cata-logues that list programs on topics ranging from applicant interviewing to zoo management

Question 128

What are some advantages of e-learning techniques?

Answer 128

Include instructional consistency
(computers, unlike human trainers, do not have good days and bad days), mastery of learning (if the trainees do not learn it, they generally cannot move on to the next step), flexibility for the trainee, and increased trainee motivation (result-ing from the responsive feedback).

Question 129

What is simulated training?

Answer 129

A technique of training
employees with actual or
simulated equipment that they
will use on the job, such as
airplane pilot training, which
reduces training costs and
hazards or NASA training astronauts

Question 130

What is the purpose of simulated training?

Answer 130

It aims to obtain the advantages of on-the-job training without
putting the trainee in a real job situation.

Question 131

When is simulated training a necessity? Give an example

Answer 131

When it is too costly or dangerous to train employees on the job. Putting
new assembly-line workers right to work could slow production, for instance, and when safety is a concern—as with pilots—simulated training may be the only practical alternative

Question 132

What does simulation training typically involve?

Answer 132

May consist of simply placing trainees in a separate room with
the equipment they will actually be using on the job; however, it often involves using equipment simulators

Question 133

What are the main advantages of flight simulators in pilot training?

Answer 133

Safety, learning efficiency, and cost savings (on maintenance costs, pilot
cost, fuel cost, and the cost of not having the aircraft in regular service)

Question 134

What is the new generation of simulations designed to teach?

Answer 134

To simulate role-play situations designed to teach behavioural skills and emotional intelligence. Body language, facial expressions, and subtle nuances are programmed in.

Question 135

What do these new simulations offer?

Answer 135

Authentic and relevant scenarios involving pressure situations that tap users’ emotions and force them to act

Question 136

What forms of simulated learning were identified by training professionals in a survey?

Answer 136

Simulated learning and gaming means different things to different people

Virtual reality-type games, step-by-step animated guides, scenarios with decision trees and animations, and online role-play with photos and videos.

Question 137

What is the purpose of computerized simulations (sometimes called interactive learning) in training?

Answer 137

They inject realism into training, allowing trainees to respond to simulated scenarios, like a plane crash, with realistic sights and sounds as a simulation for emergency medical response trainees

Question 138

What is an example of a highly realistic disaster management simulation?

Answer 138

Environmental Tectonics Corporation
created an Advanced Disaster Management simulation for emergency medical response trainees. One simulated scenario involves a plane crash. Trainees, including firefighters and airport officials, respond to the simulated crash’s sights and sounds via pointing devices and radios. The simulation has been referred to as so realistic
that it’s “unsettling.

Question 139

How does The Cheesecake Factory use simulations in employee training?

Answer 139

They use a simulation to train employees on how to build the “perfect hamburger.”

Question 140

What is virtual reality (VR) training, and how does it work?

Answer 140

Some simulated learning programs use VR. It places trainees in an artificial three-dimensional environment that simulates events and situations experienced on the job.

Sensory devices transmit how the trainee is responding to the computer, and the trainee “sees, feels, and hears” what is going on, assisted by special goggles and sensory devices.

Question 141

Can you provide an example of VR training in sports?

Answer 141

Several NFL teams use VR to train quarterbacks by running them through plays in a simulated environment.

Question 142

How is VR being used in educational settings?

Answer 142

Thousands of students have taken virtual field trips through Google’s VR Expeditions Pioneer Program.

Question 143

How does Korea Ginseng Corporation use games in training?

Answer 143

They created app-based games where trainees answer multiple-choice quizzes, earning points based on speed and accuracy.

Question 144

What motivates employees in Korea Ginseng Corporation’s training games?

Answer 144

Employees compete against each other, with top performers profiled publicly with their names and pictures.

Question 145

What are Electronic performance support systems (EPSS)

Answer 145

Computer-based job aids or sets of computerized tools and displays that automate training, documentation, and phone support.

Question 146

How do EPSS provide better support than traditional paper-based job aids?

Answer 146

They offer faster, cheaper, and more effective support compared to manuals and other paper-based aids.

Question 147

How does Dell use EPSS in customer service?

Answer 147

When a customer calls a Dell Computer service representative about a problem with a new computer, the representative is
probably asking questions prompted by an EPSS, which takes the service representative and the customer through an analytical sequence, step by step
Therefore reducing the need for memorizing numerous solutions.

Question 148

What value does an EPSS provide to learners after training?

Answer 148

It allows trainees to access learning material later, especially if they don’t use a skill immediately after training.

Question 149

True or False: Validation of the training program that has been designed is a highly appreciated step
in the training process

Answer 149

False: Validation of the training program that has been designed is an often-OVERLOOKED step
in the training process

Question 150

What is the purpose of the validation step in a training program?

Answer 150

To ensure the program will achieve its objectives by conducting a pilot study (“run through”) with a representative group of trainees.

Question 151

How is the training program validated?

Answer 151

A pilot study or “run-through” is conducted, and its results are used to assess the training program’s effectiveness.

Question 152

What happens if the pilot study shows the training program is not effective?

Answer 152

Revisions are made to the program based on issues encountered by the pilot group of trainees, and further work is done to improve the instructional design.

Question 153

How is the success of a validated training program measured?

Answer 153

Testing at the end of the pilot study measures whether the training produces the desired skill improvement.

Question 154

What should be done if the program falls short of the training objectives?

Answer 154

The instructional design must be strengthened through further revisions and adjustments.

Question 155

What happens after the training program is validated?

Answer 155

The program is ready for implementation by professional trainers.

Question 156

What might be required before implementing a training program?

Answer 156

A train-the-trainer workshop may be necessary to familiarize trainers with the content or new methods for presenting the training.

Question 157

Why would a train-the-trainer workshop be needed?

Answer 157

To ensure trainers are comfortable with unfamiliar content or innovative techniques used to present the training content

Question 158

What is the purpose of evaluating a training program?

Answer 158

To assess the return on investment in human capital and determine if the training achieved its objectives.

Question 159

What is transfer of training?

Answer 159

Application of the skills acquired during the training program into the work environment and maintain
these skills over time

Question 160

What actions can be taken BEFORE training to enhance transfer of training?

Answer 160

• Assess trainees’ ability, aptitude, and motivation.
• Align training focus with trainees’ needs and involve them in designing the program.
• Management should provide active support.

Question 161

What actions can be taken DURING training to enhance transfer of training?

Answer 161

• Provide frequent feedback, opportunities for practice, and positive reinforcement.

Question 162

What actions can be taken AFTER training to enhance transfer of training?

Answer 162

• Use goal-setting and relapse-prevention techniques to help trainees apply what they have learned.
• Management should provide opportunities to apply new skills and offer positive reinforcement while being tolerant of errors.

Question 163

Why should training programs be evaluated after completion (or at planned intervals during the training)?

Answer 163

To assess how well the objectives have been met and the extent of transfer of training that has occurred.

Question 164

What specific objectives might be evaluated in a training program?

Answer 164

Examples include time-based objectives, such as whether assemblers can solder a junction in 30 seconds or photocopier technicians can repair a machine in 30 minutes.

Question 165

What questions should be considered during the evaluation of training efforts?

Answer 165

• Are trainees learning as MUCH as they can?
• Are they learning as FAST as they can?
  Is there a BETTER METHOD for training them?

Question 166

True or false: Overall, there is little doubt that training and development can be effective.

Answer 166

True

Question 167

What do formal studies of training programs suggest about their effectiveness?

Answer 167

They substantiate the potential positive impact of training and development on organizational performance.

Question 168

How does spending on training relate to company profitability and reputation?

Answer 168

Profitable companies tend to spend more on training, and those rated among the 100 best companies to work for in Canada typically have the highest training expenditure per employee.

Question 169

What is controlled experimentation?

Answer 169

Formal methods for testing the effectiveness of a training program, preferably with a training group and a control group, and with tests before
and after the training effort for both groups.

Question 170

What is the best method for evaluating a training program?

Answer 170

Controlled experimentation is the best method for evaluating a training program.

Question 171

What are the two groups involved in a controlled experiment for training evaluation?

Answer 171

A training group that receives training and a control group that receives no training.

Question 172

What kind of data should be collected during the controlled experiment?

Answer 172

Data on metrics such as quantity of production or quality of job tasks should be collected before and after training for the training group, and before and after a corresponding work period for the control group.

Question 173

Why is it important to use both a training group and a control group?

Answer 173

It helps determine whether any changes in performance in the training group resulted from the training itself rather than external factors, like an organization-wide change (e.g., a raise in pay which would have likely effected employees in both groups equally).

Question 174

What are the 4 basic categories of training outcomes that can be measured?

Answer 174

1. Reaction
2. Learning
3. Behaviour
4. Results

Question 175

How is reaction measured?

Answer 175

First, evaluate trainees’ reactions to the program. Did they like the pro-gram? Did they think it worthwhile? An evaluation form can assess employee reaction to the training program.

Question 176

How is learning measured?

Answer 176

Second, test the trainees to determine whether they learned the principles, skills, and facts that they were supposed to learn

Question 177

How is behaviour measured?

Answer 177

Next, ask whether the trainees’ behaviour on the job changed because of the training program. For example, are employees in the store’s complaint department more courteous toward disgruntled customers than they were previously? These measures determine the degree of transfer of training.

Question 178

How are results measured?

Answer 178

Last, but probably most important, ask questions such as these: “Did the
number of customer complaints about employees drop?” “Did the rejection rate improve?” “Was turnover reduced?” “Are production quotas now being met?” and so on. Improvements in these “metrics”—specific measures of workplace results—are especially important.The training program may succeed in terms of the reactions from trainees, increased learning, and even changes in behaviour. However, if the results are not achieved, then in the final analysis the training has not achieved its goals. If so, the problem may be related to inappropriate training program use. For example, training is ineffective when environmental factors are the cause of poor performance

Question 179

What is a key consideration when measuring training effects?

Answer 179

There are usually only modest correlations among the four types of training criteria; scoring high in one category (like learning) does not guarantee high scores in behavior or results.

Question 180

How reliable are “reaction” measures in assessing training effectiveness?

Answer 180

Reaction measures (e.g., asking trainees how much they liked the program) provide insight into trainees’ feelings but may not accurately reflect what they learned or how they will behave on the job.

Question 181

What method can be used to assess trainees’ learning?

Answer 181

Trainees’ learning can be assessed through testing their new knowledge after the training program.

Question 182

How can behavioral change be evaluated after training?

Answer 182

Behavioral change can be evaluated by asking subordinates about their supervisor’s performance, such as whether the supervisor provided examples of good and bad performance during appraisals.

Question 183

What is an example of measuring the results of a training program?

Answer 183

An example includes measuring the percentage of questions answered correctly by call center trainees when handling phone calls after training.

Question 184

What is an example of measuring reactions?

Answer 184

Figure 6.4 a training evaluation form