training discuss how training can contribute to companies ’ business strategy. explain the role...
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TrainingTraining
Discuss how training can contribute to companies’ business strategy.Explain the role of the manager in identifying training needs and supporting training on the job.Conduct a needs analysis.Evaluate employees’ readiness for training.Discuss the strengths and weaknesses of presentation, hands-on, and group training methods.
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TrainingTraining
Explain the potential advantages of e-learning training.Design a training session to maximize learning.Choose an appropriate evaluation design based on training objectives and analysis of constraints.Design a cross-cultural preparation program.Develop a program for effectively managing diversity.
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Training can...Training can...
Increase employees’ knowledge of foreign competitors and cultures. Help ensure that employees have the basic skills to work with new
technology, Help employees understand how to work effectively in teams to
contribute to product and service quality. Ensure that the company’s culture emphasizes innovation, creativity,
and learning. Ensure employment security by providing new ways for employees to
contribute to the company when their jobs change, their interests change, or their skills become obsolete.
Prepare employees to accept and work more effectively with each other, particularly with minorities and women.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
TrainingTraining
Training is a planned effort by a company to facilitate the learning of employees.
High-leverage training: is linked to strategic business goals and objectives, is supported by top management, relies on an instructional design model, and is compared or benchmarked to programs in other
organizations.Continuous learning requires employees to understand the
relationship between their jobs, their work units, and the company and to be familiar with company business goals.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Designing Effective Training Activities
Designing Effective Training Activities
1. Needs Assessment• Organizational Analysis• Person Analysis• Task Analysis
2. Ensuring Employees’ readiness for Training• Attitudes and Motivation• Basic Skills
3. Creating a Learning Environment• Identification of learning objectives and training outcomes• Meaningful material• Practice• Feedback• Observation of others• Administering and coordinating program
The Training Process
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Designing Effective Training Activities (cont.)
Designing Effective Training Activities (cont.)
4. Ensuring Transfer of Training• Self-management strategies• Peer and manager support
5. Selecting Training Methods• Presentational Methods• Hands-on Methods•Group Methods
6. Evaluating Training Programs• Identification of training outcomes and evaluation design.•Cost-benefit analysis
The Training Process
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Needs AnalysisNeeds Analysis
Organizational Analysis
Person Analysis
Task Analysis
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Training MethodsTraining Methods
Presentation MethodsInstructor-led classroom formatDistance learningAudiovisual techniques
Hands-on MethodsOn-the-job trainingSimulations Business games and case studiesBehavior modelingInteractive videoWeb-based trainingGroup methodsMcGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Outcomes Used in Evaluating Training Programs
Outcomes Used in Evaluating Training Programs
OUTCOME
Cognitive Outcomes
Skill-based Outcomes
Affective Outcomes
Results
Return on Investment
WHAT IS MEASURED• Acquisition of Knowledge
• Behavior • Skills •Motivation• Reaction to Program• Attitudes
• Company Payoff
•Economic value of Training
HOW MEASURED• Pencil and paper tests•Work sample•Observation•Work sample•Ratings•Interviews•Focus groups•Attitude surveys•Observation•Data from information system or performance records•Identification and comparison of costs and benefits of the program
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
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