Learning Unit 1

Overview of Training and Development

LECTURE CONTRACT

By the end of this lecture, you will be able to:

1. Define the of training & development

2. Explain the of training & development

3. Identify the

4. Interpret the

5. Describe some

Training vs Development

What’s the difference

?

Introduction

Changes affecting society today

• Globalization

• Technology changes

• Economic conditions

• Changing worker attitudes & values

• Demographics & diversity

(https://www.youtube.com/watch?v=EhQd4RkUO-A)

1. Concepts of Training & Development

Training Development

Organized process of acquiring knowledge & skills to be used or to improve performance in the present job or to maintain existing capability to do the present ongoing job

Organized process of acquiring knowledge & skills that are not related to the present job or task. Beneficial to individual for character & personality building – to assist in physical, mental & spiritual growth

Acquisition of knowledge and skills for present tasks, a tool to help individuals contribute to the organization and be successful in their current positions and a means to an end

(Fitzgerald, 1992).

Acquisition of knowledge and skills that may be used in the present or future, preparation of individuals to enrich the organization in the future

(Fitzgerald, 1992)

2. Why do we need

Training and Development?

Purpose of Training & Development

To improve an individual’s

level of self awareness

• Learning about

one self

• Includes

understanding of

roles &

responsibilities

To increase an individual’s

skills in one or more areas

of expertise

• Assumption that

training increases

employee’s ability

to perform

effectively on the

job

To increase an individual’s

motivation to perform the

job well

• Maximize desire to

perform well

• e.g. job rotation

3. Fundamental elements of Training & Development

Fundamental

Elements

Accountability

(ownership)

Stakeholder

identification

Definition &

documentation

of process

Checkpoints

Responsibility

for steps in

process

Continuous

improvement

of process

3.1) Accountability

Someone needs to be responsible & accountable in

order for process to be efficient

Accountable person – in charge of the whole process

in order to ensure that nothing goes wrong

Training manager – accountable for training process

3.2) Stakeholders

Person who has vested interest in the outcome of the

training process

Examples of stakeholders

- Managing directors

- Heads of departments

- Managers of operating units

3.3) Define & Document Training Process

Establishes boundaries of

the process

• Defines

beginning &

endpoints

of process

Beginning point of

process

• Where you

take control

from

someone

End point of process

• Where you

hand over

control to

someone

Training Process

Need AnalysisDevelop

objectives

Formulate

strategies

Develop

curriculum

Select methods

Manage

location &

resources

Pre-course

administrationDeliver course

Post-course

administrationEvaluation Question: How many steps?

Training needs

analysis

•Identifies organization's,

division’s and individual

needs

•Translates needs into training

objectives

Develop training

objectives

•Develops clear and concise

performance or learning

objectives

•Purpose:

•Ensures appropriate learning

experiences are provided to

learners

Formulate strategies

•Strategies for effective

teaching & learning

•3 main areas of interest

•Is the individual trainable?

•How should training

program be arranged to

facilitate learning?

•What can be done to ensure

what was learned in training

be retained and transferred

to the workplace?

Develop training

curriculum

•Identify suitable course

•Decide to

•Use existing course; or

•Buy external course; or

•Develop new course

•If no existing courses suitable

then new course would have

to be developed & piloted

•May need to recruit trainers,

select & develop them

Select training

methods

•Training method selected

must be appropriate.

•Aim is always to provide

learning experiences

•Available methods classified

into

•On site

•Off site

Manage location &

resources

•Ensure appropriate locations

& resources available.

•Budgets costs to meet

training needs

•Obtain approvals for

budgets

Pre-course

administration

• Book location,

accommoda-

tion, trainers &

F&B

• Ensures

identified

people get to

right place at

the right time

Course delivery

• Implements or

delivers course

to participants

Post-course

administration

• After the

course had

been

completed,

attendance

should be

noted and

training records

updated.

Evaluate training

• Method to

ensure that

process has the

desired effect

ADDIE Model

4. Relationship of training to other HR functions

Training• Training & task analysis

• Training & staffing

• Training & performance appraisal

4.1 Training & task analysis•Task analysis

•Ensures identified people get to right place at the right time

4.2 Training & staffing•Highly likely new recruits will already possess skills and knowledge to perform effectively.

•If not then training & development needs to occur.

4.3 Training & performance appraisalUse of performance appraisal

•Measure employee’s performance level

How it affects training?

•Determines training needs for organizational units

•Used as a basis to evaluate the worth of training & development

•Means to identify employee weakness

•Means to improve efficiency

5. Organizational factors affecting training & development

Large variations exist in the scope & organization of training functions across organizations

• Managing of training unit

• Training staff’s accountability

• Training staff’s involvement in training employees

• Training staff’s use of training program

• Training staff’s functions

What are the factors causing these variations?

5. Organizational factors affecting training

1. Corporate Strategies

2. Organizational structures

3. Technologies

4. Attitudes towards training

5.1 Corporate Strategies

Traditional views of

training

• No real linkage to business strategy

• Training a cost not an investment

• Training manager has no influence

on formation of corporate strategy

• Training seen as side activity to the

“real” work of organisations

Progressive view of

training

• Training manager participates in

business strategic planning

• Training plan can support business

strategy

5.2 Organization structure

• Some organizations have centralized group to control all training programs

• Other organizations place trainers in key locations independent of corporate headquarters

• Dependent on cost, size and maturity of organizations

5.3 Technologies

Some organizations are involved in rapidly changing technologies; others find themselves in a stable environment.

Rapidly changing technologies

– Requires continual retraining

5.4 Attitudes Towards Training

• Organization’s attitude depends on key personnel within.

• Main source of organization’s training philosophy.

Any other factors affecting training?

Don't forget to post your self-reflection

in your ePortfolio.