Training And Development Days 26 27 Flashcards
A planned, systematic effort to change the job-related KSs, attitudes, and/or behaviors of employees to improve the match between employee characteristics and job requirements
Training
Training can benefit the organization when it (2)
Is linked to organizational needs
It motivates employees
A process of systematically developing training to meet specified needs
Instructional design
An effective training program is designed to teach what
Skills and behaviors that will help the organization achieve its goals
(What it is designed to teach)
The process of evaluating he organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary
Needs assessment
This is used to specify a number of key features for the implementation (input) and evaluation (outcomes) of training programs
Needs assessment
The presence and comprehensiveness of a needs assessment is related to
The overall effectiveness of training
This provides the mechanism whereby the questions central to successful training programs can be answered
Needs assessment
This determines the appropriateness of training by evaluating the characteristics of the organization
Organization needs assessment, or analysis
Needs assessment takes into account (3)
The organizations strategy
Resources available for training (costs, time, and expertise required for training)
Management’s support for training activities
A process of determining individuals’ needs and readiness for training
Person analysis
This is critical when training need is recognized because of a performance proble
Person analysis
Before developing a training program, organizations must be sure that performance problems resulted from
A deficiency in knowledge or skill
The process of identifying and analyzing tasks that should be the focus of the training program
Task analysis
To carry out the task analysis, what are 4 conditions in which tasks are performed and analyzed
The equipment and environment of the job
Time constraints
Safety considerations
Performance standards
A combination of employee characteristics and positive work environment that permit training
Readiness for training
Necessary employee characteristics (readiness for training) (3)
Ability to learn the subject matter
Favorable attitudes toward the training
Motivation to learn
Necessary organization characteristics (readiness for training) (3)
Environment that encourages learning
Avoids interfering with training
Supportive culture
After conducting the various analyses, what needs to be developed
Training objectives
These provide input for the actual design of the training program(s) as well as the criteria that will be used to evaluate the success of training
Training objectives
Based on training objectives, what 4 questions does the planner answer
What topics the training will cover?
Who will provide the training?
What training methods to use?
How to evaluate the training?
Advantage of in-house instructors
Cost effective
Disadvantage of in-house instructors
Individuals with both the skill-specific knowledge and experience necessary to train others are not always available within the organization
Advantage of outsourced training
Firms that specialize in training may have more valid and effective training programs that could have been developed in-house
Especially true for more generic skills (teamwork)
Disadvantage of outsourced training
Costly and frequently requires employees to leave work for an extended period of time
Delivery methods categories (6)
Classroom Computers On-the-job Simulations Team Others
The most widely used training method, this typically involves a trainer lecturing a group of trainees
Classroom instruction
This involves trainees at different locations using computers to view lectures, ask questions, and exchange ideas/documents
Distance learning
Advantage of distance learning
Less costly
Disadvantage of distance learning
May reduce interaction between trainer and audience
Involves receiving training via the internet or the organization’s intranet and it offers tools and information for helping trainees improve performance
E-learning
Advantages of e-learning
Allows individual to go at their own pace and replay or repeat lectures and activities
Programs can customize content based on trainees’ previous performance
An employee is shown how to perform a work task by a supervisor or co-worker, and then goes straight to doing that task
On-the-job training
Advantages of on-the job training
Training environment will closely resemble the environment where skills will be put into practice
Trainee is actively participating in the learning process
Disadvantages of on-the job training
Because learners do not have a chance to practice parts of their task in much detail, it is unlikely that they will develop an expert level of proficiency
Notorious for not producing a systematic or organized way of thinking about things
Any mistakes will directly impact the organization’s productivity and quality of goods and services
These are more effective in producing positive work behaviors on the job than are training techniques that only include lecture and discussion
Simulations
Examples of simulations
Equipment simulators or mock ups of job tasks
Virtual reality, avatars? Strategic business simulations, case studies
Examples of team training
Cross training
Coordination training
Team leader training
Team members understand and practice each other’s skills so they can step in and take another member’s place
Cross training
Teaches the team how to share information and make decisions to maximize team performance
Coordination training
Teaches the skills necessary for effectively leading the organization’s team
Team leader training
Participants observe other people demonstrating the desired behavior, then have the opportunity to practice themselves
Effective for simple tasks
Behavior modeling
Training in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations
Experiential programs
Team building exercises like wall climbing and rafting to help build trust and cooperation among employees (type of ineffective experiential program)
Adventure learning
3 characteristics of effective training
Communicated learning objectives clearly
Presents information in distinctive and memorable ways
Helps trainees link the subject matter to their jobs
5 characteristics of well-implemented training programs
Trainees given a chance to practice what they learned
Trainees understand if they are succeeding or not
Helps people remember the content
Written material has appropriate readability
Prompt, focused feedback
Measuring results: internal criteria
Measure employee outcomes of training
Reactions, learning
Measuring results: external criteria
Measure impact of training on the job
Behavior, results
How do participants feel about the training program? (Attitudes, satisfaction, etc)
Reactions
Internal criteria
To what extent have trainees learned what was taught? (Testing KSs)
Learning
Internal criteria
What on-the-job changes have occurred due to the training? (Actual use of KSs)
Behavior
External criteria
What cost-related outcomes have resulted from training? (Profits, quality, customer satisfaction)
Results
External criteria
Indicates areas of hostility to the training or trainers
Almost no relationship between liking training and learning
Reactions
Indicates whether the information was understood by the trainees
Not strongly related to the use of material on the job
Learning
Indicates changes in behavior on the job (‘transfer of training’)
Cannot give accurate diagnostic information for how to improve training
Behavior
Shows change to organizational bottom line results
May be too far upstream to reveal the impact of successful training
Results
This deals with the acquisition of KSs and behaviors that improve employees’ ability to meet changes in job requirements and demands
Employee development
Development prepares employees for
Future jobs and even those that may not yet exist
What implies learning that is not necessarily related to the employees current job?
Development
Most people change jobs about how many times during their life
About 7 times
Most people change careers how many times in their life
3-4 times
Collecting information and providing feedback to employees about their behavior, communication style, skills, etc.
Assessment
Development
Goal of this is to identify strengths and weaknesses (and corrective action for these weaknesses)
Assessments
Examples of assessments (6)
Assessment center Performance appraisals 360-Degree feedback Benchmarks Myers-Briggs Interests
Do Myers Briggs and interest inventories predict actual job performance?
No
Most employee development occurs through
Job experiences
The combination of relationships, problems, demands, tasks, and other features of an employee’s jobs.
Job experiences
Examples include job enlargement, job rotation, transfers, pro/de-motion, externships, and sabbaticals
Job experiences
Temp jobs at other organizations
Externships
Through job experiences, managers learn
How to handle common challenges and prove themselves
Employees can develop skills and increase their knowledge about the organization and its customers by interacting with a more experienced member
Interpersonal relationships
Experiences, productive, senior employee who helps develop a less experienced employee (protege)
Mentor
Can be a peer or manager that helps develop an employee and provide feedback and reinforcement
Coach
Protection, sponsorship, providing challenging assignments, exposure, and visibility
Career support
A friend and a role model, providing positive regard and acceptance, and functioning as a sounding board
Psychological support
4 interpersonal development
Interpersonal relationships
Career support
Psychological support
Additional benefits
Development process (4 steps)
Data gathering
Feedback
Goal setting
Action planning & follow up
Data gathering (Criteria for success)
Focus on competencies needed for career success
Include a variety of measures
Feedback (criteria for success)
Maintain confidentiality
Focus on specific success factors, strengths, and improvement areas
Goal setting (criteria for success)
Involve management and coaches/mentors
Specify competencies and knowledge to be developed
Specify developmental methods
Action planning & follow up (criteria for success)
Involve management and coaches/mentors
Measure success and adjust plans as needed
Verify that pace of development is realistic
3 issues with development
Glass ceilings
Succession planning
Dysfunctional management
Established “old boys’ network” may prevent women and minorities from reaching senior management positions
Glass ceilings
Organizations should create broad development plans to know who will likely move into key positions in the future
Succession planning
Often caused by promoting high performing specialists who do not possess managerial skills
Organizations should try to provide managerial training to these individuals and coaching by their manager
Dysfunctional management
Designing training step 1
Assess needs for training
Designing training step 2
Ensure readiness for training
Designing training step 3
Plan training program
- objectives
- trainers
- methods
Designing training step 4
Implement training program
- principles of learning
- transfer of training
Designing training step 5
Evaluate results of training
Protean career
One that frequently changes based on changes in the person’s interests, abilities, and values in the work environment
Designing training step 1
Assess needs for training
Designing training step 2
Ensure readiness for training
Designing training step 3
Plan training program
- objectives
- trainers
- methods
Designing training step 4
Implement training program
- principles of learning
- transfer of training
Designing training step 5
Evaluate results of training
Designing training step 1
Assess needs for training
Designing training step 2
Ensure readiness for training
Designing training step 3
Plan training program
- objectives
- trainers
- methods
Designing training step 4
Implement training program
- principles of learning
- transfer of training
Designing training step 5
Evaluate results of training
Designing training step 1
Assess needs for training
Designing training step 2
Ensure readiness for training
Designing training step 3
Plan training program
- objectives
- trainers
- methods
Designing training step 4
Implement training program
- principles of learning
- transfer of training
Designing training step 5
Evaluate results of training
Designing training step 1
Assess needs for training
Designing training step 2
Ensure readiness for training
Designing training step 3
Plan training program
- objectives
- trainers
- methods
Designing training step 4
Implement training program
- principles of learning
- transfer of training
Designing training step 5
Evaluate results of training
Designing training step 1
Assess needs for training
Designing training step 2
Ensure readiness for training
Designing training step 3
Plan training program
- objectives
- trainers
- methods
Designing training step 4
Implement training program
- principles of learning
- transfer of training
Designing training step 5
Evaluate results of training
Designing training step 1
Assess needs for training
Designing training step 2
Ensure readiness for training
Designing training step 3
Plan training program
- objectives
- trainers
- methods
Designing training step 4
Implement training program
- principles of learning
- transfer of training
Designing training step 5
Evaluate results of training
Designing training step 1
Assess needs for training
Designing training step 2
Ensure readiness for training
Designing training step 3
Plan training program
- objectives
- trainers
- methods
Designing training step 4
Implement training program
- principles of learning
- transfer of training
Designing training step 5
Evaluate results of training
Designing training step 1
Assess needs for training
Designing training step 2
Ensure readiness for training
Designing training step 3
Plan training program
- objectives
- trainers
- methods
Designing training step 4
Implement training program
- principles of learning
- transfer of training
Designing training step 5
Evaluate results of training
Designing training step 1
Assess needs for training
Designing training step 2
Ensure readiness for training
Designing training step 3
Plan training program
- objectives
- trainers
- methods
Designing training step 4
Implement training program
- principles of learning
- transfer of training
Designing training step 5
Evaluate results of training
