HC 5 Flashcards
Design & implement HRD programs to enhance transfer
Learning definition
Learning: A change in behavior, cognition, or affect that occurs as a result of one’s interaction with the environment
Key points:
> Change
Acquiring something new or modifying something that already exists
> Long-lasting
Relatively permanent change in behavior, cognitions, or affect
> Results from interaction with the environment
Learning style definition
individual choices made during the learning process affect what information is selected and how it is processed
Modes of learning
Individual’s orientation toward gathering and processing information during learning
Name the 6 Key activities in designing HRD programs
The steps must no be taken in exactly that order – they are often intertwined!
- Define objectives
- Develop a lesson plan
- Prepare materials
- Select the trainer or vendor
- Select methods and techniques
- Schedule the program
- Define Objectives: 3 critical aspects
- Performance
= clear discription what the learner is expected to do and/or produce. - Conditions
= Description of impartant conditions under which the performance is to occur - Criteria
= Identifies the acceptable performance
gibberish objectives
objectives for training or educational courses that contain phrases with little or no meaning
What 2 aspects should you look at when choosing a Trainer or Vendor?
- Training Competency
= Knowledge and varied skills needed to design and implement a training program - Subject matter expertise
= Mastery of the subject matter
If trainer lacks subject matter expertise you could.. (3)
> Teaming skilled trainers with in-house experts
Using elearning
Train-the-trainer programs to train in-house experts
Implementing HRD programs: 3 Concrete techniques
- On-the-Job (OJT)
- Classroom approaches
- Self-Paced Approach
- On-the-Job (OJT) examples
> Job instruction training
Job rotation
Coaching
Mentoring
- On-the-Job (OJT) Advantages and Disadvantages
Advantages
> Facilitates training transfer
> Reduces training costs (no training facilities needed)
Disadvantages
> Job may have physical constrains (e.g., noise)
> Damage or disruption of the production schedule
> Problematic if customers are present
> Safety concerns (self and others)
- Classroom Approaches examples
> Conference/Discussion
Audiovisual
Experiential techniques (e.g., case studies, role play, networked computer labs)
Instructor-led virtual approach
- Classroom Approaches Advantages and Disadvantages
Advantages
> Allow to use a variety of training techniques
> Environment can be designed to minimize distraction
> More participants possible
> Signals that the companies acknowledges the importance of trainings
Disadvantages
> Increased costs
> Dissimilarity to the job setting
- Self-Paced examples
> Paper-based training (workbooks)
Computer-based training (non-classroom-based)
Internet/intranet intelligent computer-aided instruction Apps
Training Transfer
Employees can gain new knowledge and skills through training programs, but learning alone does not mean that a training is effective
Positive transfer of training
extent to which the learning that results from training transfers to the job and leads to relevant changes in work performance
Near VS Far Transfer
Near Transfer = The ability to directly apply on the job what has been learned in training, with little adjustment or modification
Far Transfer = Expanding on what has been learned in new and creative ways
The “transfer problem”
Estimates suggest that only 10 % of training expenditures transfer to the job
General Principles Theory
Learning the fundamental elements of a task will ensure transfer from training
Stimulus Variability
Transfer can be enhanced when training contains a variety of stimuli
Support in the Work Environment
Extent to which trainees perceive support for using newly learned behavior or knowledge on the job
> Supervisory support
= encouragement to attend training, goal setting, reinforcement, and behavior modeling have all been shown to increase transfer
Organizational Support
= presence of both transfer of training climate and a continuous learning work environment
Identical elements and training transfrer
The more similar the training and the performance situations, the better the transfer
Physical Fidelity
extent to which the conditions of the training program, such as equipment, tasks, and surroundings, are the same as in the performance situation
Psychological Fidelity
extent to which trainees attach similar meanings to both the training and performance situations
9 Steps for increasing transfer to the Job
- Develop (and follow) clearly stated learning objectives for the training.
- Use a high quality trainer
- Maximize the similarity between the training situation and the job situation
- Provide ample opportunity during training to practice the task
- Identify and label important features of a task
- Make sure trainees understand general principles
- Use a variety of situations and examples, including both positice and negative models of the intended behavior
- Provide support back in the work environment, including clear goals, checklists, measurement, feedback, and rewards for using the new behaviors on the job
- Provide ample oppertunity to perform what is learned back on the job
