Week 5 Flashcards
Training vs. Development
Training: facilitate the learning of job-related skills and behaviors (what is needed right now)
Development: improve employees ability to meet changes in requirement/demands (what is needed in the future)
Perspectives on Training
- investment in employees (utilitarian function)
- fulfil psychological contract (reciprocate)
- fullfilling unspoken obligations to care about wellbeing
Training Pitfalls
- poorly designed, fails to transmit
- not linked to performance problem or strategy
- outcomes not evaluated properly
Step 1 Training Design
Needs assessment: identify pressure points
- legal requirements
- address gaps
- relay new product/procedure
- response to change in business
(organization: context?, task: what? and personal: exact problem? analysis)
> can it be solved by training?
Step 2 Training Design
Ensuring employees Readiness for training
- sense of self efficacy (show success of others, communicate purpose and activities involved, opportunity to improve and not negative)
- communicate benefits of training (long and short-term)
- make accessible (understanding, skill levels, visualization, remedial to catch up)
- create safe environment to fail and learn
Step 3 Training Design
Creating a learning environment
- understanding objectives and outcomes (purpose/objectives)
- meaningful content (relate training to actual tasks)
- Opportunities to demonstrate and practice
- Feedback (videotapes, other trainees or trainer)
- active and social learning: learning by doing, gaiin new perspectives and insights by working with others, learn by observation and sharing (social)
- physical environment: distraction free, comfortable, appropriate equipment, timely and clearly communicated
Step 4 Training Design
Ensure transfer of training: work environment shoul facilitated acquired skills
- managers support: emphasize importance and stress applications
- peer support: willingness to share skills
- opportunity to use learned capability: maintain skills
- technological support: learning management system
- self-management skills: set own goals, identify conditions, positive and negative consequences, monitor own use of skills, create reward system and seek feedback
> HR practices should sustain and support training
Step 5 Training Design
Select Methods
1. Presentation: passive, easy to deploy, less time, distance, wide range BUT keep content simple, standardized learning with low stake consequences
2. Hands-on
- On-the job: imitate peers BUT need credible trainer, clear communication, provide opportunities for practice and feedback
- Apprenticeship: OJT and classroom BUT is a high investment but ca offer huge payoff for imparting skills that are critical for the job (takes long, trainer relationship)
- Simulations: representation BUT applied to high stakes and weighty consequences, applied learning neccessary, immediate feedback
- Games and Cases: group discussions BUT learners need previous knowledge to benefit
- Role Play: collectively reflect for topics of sensitive nature (embarrasement or failure)
- Gamification: make it fun, reinforce, concise info
3. Group Methods
- Team- building: learn about and from each other to get better at teamwork
- Adventure learning: engage in physical activities to build spirit
- Action learning: carry out actual business problem
Selecting appropriate Method
- formal needs assessment
- guided by the local conditions and the context
- diverse learning styles (hybrid methods)
Step 6 Training Design
Evaluate Training Design
- justify costs of training
- how effective (strenght, weaknesses, for whom, cost-benefit analysis) or are there other alternatives)?
- Gather evidence that training works
> key outcomes pre and post training
> key outcomes and compare groups that have and have not received training
> pre and post data and compare change in groups
- random assignment (unfairness)
- waitlist control
- longintudinal data: measure several times over time
