prepared by: safaa s.y. dalloul training and development | unit 4 2013-2014
TRANSCRIPT
Prepared by: Safaa S.Y. Dalloul
Training and Development | Unit 4
2013-2014http://safaadalloul.wordpress.com
KYTC
Introduction to Training and Development
Job and Career Security HR Development Training and Development The Training and Development
Process Determining TD Needs Establishing TD Objectives Selecting TD Methods Implementing TD Programs Evaluate TD
Elements of Lecture
Career Planning and Development
Training and human resource issues in small e-businesses Introduction Training and HR in small e-
businesses An illustrative and personal
research agenda Concluding remarks
Introduction to Training and Development
Why Training and Development?
To improve employees' competency and organizational
performance.
To do their jobs and career well
To keep pace with the organization as it changes and grows.
To align a firm's employees with its corporate strategies.
Job and Career Security
Job security implies security in one job, often with one company.
Career security requires developing marketable skills and
expertise that help ensure employment within a range of careers.
HR Development
Human resource development is a major HRM
function that consists of:
o Training and development.
o Individual career planning.
o Development activities.
o Organization development.
o Performance appraisal.
o Activity that emphasizes T&D needs.
Training and Development
Training: activities are designed to provide learners with the
knowledge and skills needed for their present jobs.
Development: Learning that goes beyond today's job and
has a more long-term focus.
Training and Development
Training: activities are designed to provide learners with the
knowledge and skills needed for their present jobs.
Development: Learning that goes beyond today's job and
has a more long-term focus.
Training and Development
Training: activities are designed to provide learners with the
knowledge and skills needed for their present jobs.
Development: Learning that goes beyond today's job and
has a more long-term focus.
Training and Development
The most prominent changes affecting T&D:
Changes in organization structure caused by mergers, rapid
growth, downsizing and outsourcing.
Changes in technology and the need for more highly
skilled workers.
Changes in the educational level of employees, some more
highly educated, others needing remedial training.
Training and Development
The most prominent changes affecting T&D:
Changes in human resources creating a diverse workforce
consisting of many groups.
Competitive pressures are necessitating flexible courses
and just-in-time and just-what's-needed training.
Increased emphasis on learning organizations and human
performance management.
Training and Development Process
External Environment
Select T&D Method(S)
Establish Specific Objectives
Determine T&D Needs
Implement T&D Programs
Evaluate T&D Programs
Internal Environment
How Can We Determine the T&D Needs?
Organizational analysis: from an overall organizational
perspective, the firm's strategic mission, goals, and corporate
plans are studied, along with the results of human resource
planning.
Task analysis: focuses on the tasks required to achieve the
firm's purposes. Job descriptions are important data sources
for this analysis level.
How Can We Determine the T&D Needs?
Person analysis: determining individual training needs is the
final level. The relevant questions are:
Who needs to be trained?
What kind of knowledge, skills and abilities (KSA) do
employees need? Performance appraisals and interviews
or surveys of supervisors and job incumbents are helpful
at this level.
Establishing TD Objectives
Training and development must have clear and concise
objectives.
The purpose of training is firstly established, and then the
specific learning objectives about what the training should
accomplish.
By objectives, managers can determine whether training has
been effective.
Selecting TD Methods
Classroom programs
Instructor-led training in the classroom is the most popular
training method.
The advantage of classroom programs is that the instructor
may convey a great deal of information in a relatively short
time.
Selecting TD Methods
Classroom programs
The effectiveness of classroom programs improves when:
∂ Groups are small enough to permit discussion.
∂ When the instructor is able to capture the imagination of
the class and utilize multimedia in an appropriate
manner.
Selecting TD Methods
Monitoring and coaching
Monitoring: is an approach to advising, coaching, and
nurturing for creating a practical relationship to enhance
individual career, personal and professional growth and
development. And focuses on skills to develop employees
to perform to their highest potential and leading to career
advancement.
Selecting TD Methods
Monitoring and coaching
Coaching: is a responsibility of the immediate boss and
provides assistance much as the same as a mentor.
Groups are small enough to permit discussion.
When the instructor is able to capture the imagination of
the class and utilize multimedia in an appropriate
manner.
Selecting TD Methods
Monitoring and coaching
Reverse mentoring: is a process where the older
employees learn from the younger employees.
Selecting TD Methods
Case Study
Training method in which trainees study the information
provided in the case and make decisions based on it..
Selecting TD Methods
Videotapes
The use of videotapes is a popular training method.
Small businesses that cannot afford more expensive
approaches.
Provides the flexibility desired by any firm.
Behavior modeling utilizes videotapes to illustrate
interpersonal skills and shows how managers function in
various situations.
Selecting TD Methods
Role playing
A training method in which participants are required to respond
to specific problems they may actually encounter in their jobs.
Trainees learn by doing.
Selecting TD Methods
Apprenticeship training
A combination of classroom instruction with on-the-job
training.
It is common with craft jobs, such as those of plumber,
barber, carpenter … etc.
Selecting TD Methods
Vestibule Training
Training that takes place away from the production area on
equipment that closely resembles the actual equipment used
on the job.
Selecting TD Methods
Simulation
Training approach utilizes devices or programs replicating
tasks away from the job site.
The devices range from simple paper mock-ups of
mechanical devices to computerized simulations of total
environments.
Selecting TD Methods
Simulation
Training and development specialists may use simulated
sales counters, automobiles, and airplanes.
Selecting TD Methods
Business games
Simulations, computer-based or non-computer-based that
attempt to duplicate selected factors in a particular business
situation, which the participants manipulate.
Selecting TD Methods
Basket training
A simulation in which the participant is asked to establish
priorities for and then handle a number of business papers
such as memoranda, reports, and telephone messages that
would typically cross a manager's desk.
Selecting TD Methods
Distance learning and videoconferencing
A great deal of training takes place using this technology,
offering the prospect of increasing the number of trainees
and at the same time saving companies money.
Distance learning, videoconferencing, and similar technology
can increase access to training consistency of instruction, and
reduce the cost of delivering T&D programs.
Selecting TD Methods
Computer-bases training
A teaching method that takes advantage of the speed,
memory, and data manipulation capabilities of the computer
for greater flexibility of instruction.
Selecting TD Methods
E-learning (Web-based Training)
It is an umbrella term describing online instruction.
The versatility of online instruction has important
implications for T&D since the demand for an educated and
empowered workforce is critical in the new economy.
E-learning (Web-based training) is available anytime,
anywhere in the world and in different languages.
Selecting TD Methods
On-the-job training
It is an informal approach to training in which an employee
learns job tasks by actually performing them.
Management Development
Learning experiences are provided by an organization for the
purpose of upgrading skills and knowledge required in
current and future managerial positions.
Development Programs
In-house
Out-house
Management Development
• Training that is more specific to needs.
• Lower costs.
• Less time.
• Consistent and relevant material.
In-House Development is in-side the organization by using the internal sources For many reasons:
In-house
Management Development
• More control of content and faculty.
• Development of organizational culture and teamwork.
In-House Development is in-side the organization by using the internal sources For many reasons:
In-house
Management Development
• An outside perspective.
• New viewpoints.
• Exposure to faculty experts and research.
• Broader vision.
In-House Development is Out-side the organization by using the external sources For many reasons:
Out-house
Implementing TD Programs
A perfectly conceived training program can fail if
management cannot convince the participants of its
merits.
Participants must believe that the program has value and
will help them to achieve their personal and professional
goals.
Implementing TD Programs
Implementation of training program difficulties:
It implies change, which employees may strongly
resist.
Participant's feedback is vital, as there are often bugs
in new programs.
Implementing TD Programs
Implementation of training program difficulties:
It may be difficult to schedule the training around
present work requirement, unless the employee is new
to the firm.
It is important to maintain training records including
how well employees perform during the training and
on the job. (i.e. Follow up + Cost)
Evaluate TD
We have different approaches to evaluate TD:
Participants' opinions: it is asking the participant's
about their opinions to provide a response and
suggestions for improvements.
Extent of learning:
Administering tests are to determine what the
participants in a T&D program have learned.
Evaluate TD
We have different approaches to evaluate TD:
Behavioral change: tests may accurately indicate what
trainees learn, but they give little insight into whether
the training leads participants to change their behavior.
Accomplishment of T&D objectives: determining the
extent to which programs have achieved stated
objectives and have actually impacted performance.
Career Planning and Development
Career is a general course that a person chooses to pursue
throughout his or her working life. “Usually Change”
Career Planning is an on-going process whereby an individual
sets career goals and identifies the means to achieve them.
Career Planning and Development
Organizational Career Planning is the planned succession of
jobs worked out by a firm to develop its employees.
TEAM: Together Everyone Achieve More
TEAMWhat is the life?
Break