Learning & Development Flashcards
Chief Learning Officer
A high-ranking manager directly responsible for fostering employee learning and development within the firm
Types of Needs Assessment
Organization Analysis, Task Analysis, Person Analysis
Organization Analysis
Examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed.
Task Analysis
The process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job (often by looking at the JD and JS and from job analysis)
Person Analysis
The process of determining the specific individuals who need training; can also illuminate individual areas of weakness and training needs
Competency Assessment
Analysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs; also describes how those traits will need to be used within an organization’s context and culture
Consideration of Designing a Training Program
Developing instructional objectives; Assessing the readiness and motivation of trainees; Incorporating Learning principles; Characteristics of instructors
Instructional Objectives
Desired outcomes of a training program
Trainee Readiness
Refers to whether or not the experience and knowledge of the trainees have made them ready to absorb the training
Modelling
Learning through mimicry; can include real-life demonstrations, videos, visual aids, pictures, and drawings
Programmed Instruction (Self-Paced Learning)
Used to break down learning into sequences for employees to learn at their own pace; after being presented with materials trainees is required to answer.a question; if correct, the proceed; if not, they are given more information
Behaviour modification
A technique that operates on the principle that behaviour that is rewarded, or positively reinforced, will be exhibited more frequently in the future, whereas behaviour that is penalized or unrewarded will decrease in frequency
Spot rewards
Programs that award employees on the spot when they do something particularly well during training or on the job e.g. gift cards, cash, time off
On-the-Job Training
A method by which employees are given hands-on experience with instructions from their supervisor or other trainer
Apprenticeship Training
A system of training in which a worker entering the skilled trades is given thorough instruction and experience both on and off the job, in the practical and theoretical aspects of the work
Cooperative Training
A training program that combines practical on-the-job experience with formal educational classes
Just-in-time Training
Training delivered to trainees when and where they need it to do their jobs, usually via computer or the internet
Communities of Practice
A type of grassroots training that allows people to share knowledge and collaborate with one another via social networking tools
Behaviour modelling
An approach that demonstrates desired behaviour and gives trainees the chance to practice and roleplay those behaviours and receive feedback
Four components of behaviour modelling
Learning Points (describe recommended steps); Modelling (Participants view behaviour); Practice (participants practice behaviour); Feedback and Reinforcement (Behaviour is reinforced with praise, approval, encouragement, and attention)
Blended Learning
The use of multiple training methods to achieve optimal learning on the part of trainees
Four Criteria for Evaluating Training
- Reactions, 2. Learning, 3. Behaviour, 4. Results
Reactions
The simplest; evaluation based on employee reactions to training programs
Learning
Did the trainees actually learn? Best evaluated through pre- and post- training activities, or control groups
Transfer of Training
The effective application of principles learned to what is required on-the-job
Formative Evaluation
Designed to help evaluators assess value of training materials/program with an eye towards improvement; provides data about various aspects of a training program
Summative Evaluation
Designed to provide data about a training program’s worthiness/effectiveness. Has the training program resulted in payoffs for the organization? E.g. cost-benefit analysis
Relapse Prevention
Teaches individuals how to anticipate and cope with inevitable setbacks they will encounter back on the job
Orientation
The formal process of familiarizing new employees with the organization, their jobs, and their work units
Onboarding
The process of systematically socializing new employees to help them get “on board” with an organization
Cross-Training
The process of training employees to do multiple jobs within an organization
Chief ethics officers
High ranking managers responsible for fostering the ethical climate within the firm
