Exam 1 Flashcards
Training
Facilitates learning job-related competencies, knowledge, skills, or behavior
Development
Future focused, include education, job experiences, relationships and assessments
Learning needs to demonstrate:
How it contributes to the company’s competitive advantage through
- improving employee performance
- supporting the business strategy
- contributing positively to business outcomes such as quality, productivity, development of new products, retaining key employees
Human capital and why is it valuable compared to financial capital
Knowledge, advanced skills, system understanding and creativity, and motivation to deliver high-quality products and services
Valuable since it is difficult to imitate or purchase and is unique to the company
Formal training and development
Training and development programs, courses, and events that are developed and organized by the company
- Employees attend these programs such as face-to-face or online training
- Companies invest billions into formal training
Informal learning
Learning that is learner initiated and involves action and doing
- Motivated by an intent to develop
- Occurs without a trainer
- Occurs on a as-needed basis
- Ex: social networking, interactions with peers, emails
Knowledge management and its primary focus?
Consist of the tools, processes, systems, structures, and cultures to improve the creation sharing, and use of knowledge
-Contributes to informal learning
Explicit knowledge
Knowledge that is well documented, easily articulated, and easily transferred from person to person
Ex: flowcharts, formulas
Primary focus of formal training and employee development
Tacit knowledge
Personal knowledge based on individual experiences
-Facilitated by Informal learning
How is tacit knowledge applied to informal learning?
Informal learning is central to the development of tacit knowledge since it involves employee interactions in personal relationships with peers, colleagues, and experts through which it is shared
How is knowledge management applied to informal learning?
Ex: G4S developing an Internet and social networking system which provides company material, announcements, manuals, tools and can be accessed from anywhere across the office.
Advantages of a centralized training function
- Drives strong alignment with business strategy
- Set of metrics or scorecards to measure and report rates of quality
- Helps streamline processes
- Gives company cost advantage in purchasing training from vendors
- Helps companies better integrate programs
What is a balanced scorecard? What are its four perspectives? What are examples of metrics?
A balanced scorecard is a performance measurement that allows managers to look at the overall company performance or from performance of departments or functions from the perspective of internal and external customers, employees, and shareholders
Four perspectives and examples of metrics used are:
CT-Customers (time)
I-PICS-Internal (process that influences customer satisfaction)
ILES-Innovation and learning (employee satisfaction)
FG-Financial (growth)
What is the ADDIE model
Analysis: 5 W’s “Who needs to learn this, what needs to be learned”…
Design: Best way to deliver this info?
Development: What tools do I have?
Implementation: How can I efficiently get this to the learners?
Evaluation: What went well?
Most closely associated with formal training and development
Outsourcing
Use of an outside company (external services firm) that takes complete, overall, or most of responsibility and control of some training and development activities
Why should companies outsource training?
Cost savings, time savings that allow a company to focus on its business strategy
Improvements in compliance and accuracy in training mandated to comply with regulations
Company lacking capability to meet learning demands
Desire to access all training practices
Three levels of needs assessment
Organizational, person, and task analysis
Organizational analysis
Involves identifying whether training supports the company’s strategic direction, whether managers, peers, and employees support training activity
Person analysis
Helps identify employees who need training, perhaps due to lack of training or poor previous
Task analysis
Results in a description of work activities, including tasks performed by the employee and the knowledge, skills, and abilities required to complete the task
McDonalds Case Description
McDonalds conducted a need’s assessment to examine its learning perspective to achieve strategic goals. Chief learning officer and her team examined employee’s backgrounds (gender, age, generation), and gathered data on how frequent the employees used online training content. They also examined the responsibilities, task, and leadership skills for each job. The needs assessment showed that although more trainees were more millennials and Gen Z, the training method delivered did not meet their needs. Thus they created shorted training curriculum that was accessible through smart phones, computers, and tablets
Crowdsourcing
Refers to asking stakeholders to provide information for needs assessment. Involves a larger number of employees involved
Focus group
Type of SME interview that involves face-to-face meeting with groups of stakeholders where they ask questions relating to specific training needs
Historical data
Involves collecting performance data from electronic or paper records. It provides info regarding current performance levels
Benchmarking
Using information about other companies’ training practices to determine the appropriate type, level, and frequency of training
Goal setting theory
Assumes that behavior results from a person’s conscious goals and intentions
- Goals influence a person’s behavior by directing energy and attention, sustaining effort over time, and motivating the person to develop
- Used in training program design
Reinforcement theory
Emphasizes that people are motivated to perform or avoid certain behaviors because of past outcomes that have resulted from those behaviors
-Behavior modification
Expectancy theory and it’s three factors
Suggest that a person’s behavior is based on three factors: expectancy, instrumentality, valence
Expectancy: the link between trying to perform a behavior and actually performing well
Instrumentality: belief that performing a given behavior is associated with a particular outcome
Valence: the value that a person places on an outcome
Information processing theory
Gives more emphasis to the internal process that occurs when training content is learned and retained
-Undergoes several brain transformations
What does learning transfer mean?
The act of applying knowledge and skills learned in one situation to a new situation or context
Transfer depends on a trainee’s ability to retrieve learned capabilities
-Employees need to know the objective
-Need meaningful training content and opportunities to practice
-Commit training content to memory
-Feedback
-Observation, experience, and interaction
Adult learning theory: andragogy
Adults:
- Has the need to know why they are learning
- Self-directed
- Brings more work-related experiences into the learning situation
- Enter a learning experience with a problem-centered approach to learning
- Motivated to learn by both extrinsic and intrinsic motivators
What creates a healthy learning experience for trainees?
Employees need to know the objectives
Employees need meaningful content
Employees need opportunities to practice
Employees need a number of pre-practice conditions
Employees need practice involving experience
What is learning? What are the key components to learning?
The process of acquiring knowledge, skills, competencies, attitude, or behaviors
Three components: Knowledge management, formal training and development, informal learning
What is a learning organization
A company with the capacity to learn, adapt, and change. A place where employees seek, share, and apply new knowledge, and where training is part of a large system to enhance human capital.
Learning has to help employee performance and business success and companies need to support informal learning since tacit knowledge is difficult to acquire in formal training.
Learning must also be supported with physical resources and psychologically.
