unit 3 project planning & evaluation
TRANSCRIPT
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Training and Development
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Introduction to Training
Training is the systematic process of alteringemployee behavior in a way that will achieve
organizational goals
It should be related to present job skills and abilities
It helps employees master the specific skills and
abilities needed to be successful
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Introduction to Training
A training program is an opportunity foremployees to acquire skills, attitudes, and
knowledge
Learning is the act by which an individual acquires
skills, knowledge, and abilities that result in a relativelypermanent change in behavior
Any behavior that has been learned is a skill
Motor, cognitive, and interpersonal skills are training
targets
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Introduction
Training and development are processes thatprovide employees with:
Information
Skills
An understanding of the organization and its goals
The ability to make positive contributions in the form
of good performance
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What is Management Development?
Development that uses behavioral science knowledge to deal withproblems of change
It is a continuous process in the most effective firms
Management development should be planned because it requires:
Systematic diagnosis
Development of a program
The mobilization of resources
Top-management commitment for success
There is no best development approach
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Training & Development Training & development
Represents ongoing investment in employees, andrecognition that employees are assets
Importance of training & development Rapid technological changes cause skill obsolescence
Redesign of work brings need for new skills
Mergers and acquisitions have increased need for integrating
employees into different cultures Globalization of business requires new knowledge and skills
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Benefits of Training & Development Individual employee
Increased employee marketability
Increased employee employability security
Organization Improved bottom line, efficiency and profitability
Increased flexibility in employees who can assume differentand varied responsibilities
Makes employees more accountable for results
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Employee Training
Determining training needs
Specific training goals should be based on:
organizations needs
type of work to be done
skills necessary to complete the work
Indicators of need for more training:
drops in productivity
increased rejects
inadequate job performance
rise in the number of accidents
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Principals of Learning
Learner Attention Importance/Relevance to job
Positive Reinforcement/Corrective Feedback Transfer of Learning
Knowledge of Progress
Practice
Whole vs Part
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Learning Theory and Training
Learning principles can be applied to job training:
The trainee must be motivated to learn
The trainee must be able to learn
The learning must be reinforced
The training must provide for practice of the material
The material presented must be meaningful
The material must be communicated effectively
The training taught must transfer to the job
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Training Process
Identify Training Needs
Set Training Objectives
Evaluation Criteria
Choose Training Materials and Methods
Conduct Training
Evaluate Training
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Needs Assessment
Needs assessment is a process used to determine
if, and what type of, training is necessary
Organizational analysis: examining a firms mission,
resources, and goals
Person analysis: determining who needs training andtheir readiness for training
Task analysis: identification of the tasks, knowledge,
skill, and behaviors that should be included in a
training program
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Levels of Needs Assessment
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Assessing Current EmployeesTraining Needs
Performance Appraisals
Job-RelatedPerformance Data
Observations
Interviews
Assessment CenterResults
Individual Diaries
Attitude Surveys
Tests
Methods forIdentifying
TrainingNeeds
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Needs Assessment
The information gathering provides a profile of:
What type of training is needed
Who should be trained
When training should be conducted
Whether training is the preferred approach
Instructional objectives lead to the selection and design
of instructional programs:
If assessment and program design are done carefully,training and development can be monitored and
evaluated
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Training Needs and Objectives
Needs assessment involves analyzing:
The organizations needs
The knowledge, skill, and ability
needed to perform the job
The person or jobholders needs
The firms long- and short-term
objectives
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Instructional Methods
This phase of training includes:
Selection of content and training methods
The actual training
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On The Job Training Methods
Job instruction training (JIT)
Coaching
Mentoring
Job rotation
Apprenticeship training
Committee assignments
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Off The Job Training Methods
Vestibule training
Role playing
Lecture method
Conference or discussion method
Programmed instruction
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Methods of executive development
1.Decision-making skills
2.Interpersonal skills
3.Job knowledge (a) On-the-job experiences
(b) Coaching
(c) Understudy
4.Organisational knowledge (a) Job rotation
5.General knowledge (a) Special courses
(b) Special meetings
(c) Specific readings
6.Specific individual needs (a) Special projects
(b) Committee assignments
(a)In-basket
(b)Business game
(c)Case study
(a)Role play
(b)Sensitivity training
(c) Behaviour Modelling
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On-The-Job Training
This is the most widely used method oftraining
Although OJT is simple and relatively inexpensive,hidden costs can include:
Damaged machinery Unsatisfied customers
Misfiled forms
Poorly taught workers
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Retraining Needed when changes are made that affect the
job, employees performance drops below par, orwhen the worker has not mastered a particular
technique.
A positive one-on-one approach to retraining is
referred to a coaching.
Coaching is a two part process.
1. Observation of the employees performance.
2. Conversation between manager and employee
focusing on job performance.
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Orientation: the pre-job phase of
training.
Introduces each new employee to the
job and the workplace.
Tells new staff members what they want
to know and what the company wants
them to know. Communicates information give out a
employee handbook.
Creates positive employee attitudes
toward the company and the job.
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Job Instruction Training (JIT)
Also called on the job training.
Consists of 4 steps:
1. Prepare the learner
2. Demonstrate the task3. Have the worker do the task
4. Follow through: put the worker on the
job, correcting and supporting as
nessicary.
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Computer-Based Instruction Benefits
Self-paced
Adaptive to differentneeds
Can be customized Easy to deliver
Usually less expensive toadminister
Can be conducted whenconvenient for employee
Drawbacks Learners must be self-
motivated
Cost of producing
online, interactivematerials
Lack of interactionwith others may workagainst needs and
preferred learningstyles
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Case Method
The case method uses a written description of a
real decision-making situation Managers are asked to study the case in order to:
Identify the problems
Analyze the problems
Propose solutions
Choose the best solution
Implement it
More learning takes place if there is interactionwith the instructor
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Role Playing
Each person is assigned a role in a situation and isasked to react to other players role-playing
The player is asked to react to the stimuli as thatperson would
Players are provided with background informationon the situation and the players
A script is usually provided
The success of this method depends on the ability
of the players to play the assigned roles believably Role-playing can help a manager become more
aware of, and more sensitive to, the feelings ofothers
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In-Basket Technique
The participant is given typical items from a
specific managers mail, email, and telephonelist
Important and pressing matters are mixed in withroutine business matters
The trainee is analyzed and critiqued on:
The number of decisions made in the timeallotted
The quality of the decisions
The priorities chosen for making them
To generate interest, in-basket materials mustbe:
Realistic, job-related, and not impossible to make
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Classroom Training Skills Be aware of appropriate body language and
speech. Watch how you talk to employees. Covey
respect and appreciation.
Handle problem behaviors in an effective
manner.
Avoid time wasters.
Facilitate employee participation and
discussion.
Use visual aids to avoid constantly referring
to notes.
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Behavior Modeling
There are four steps in this process:
Modeling of effective behavior (films)
Role playing
Social reinforcement (role playing)
Transfer of training to the job
Modeling offers promise fordeveloping leadership skills, if used
in conjunction with videotapemethods
Research evidence is generally positive
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Programmed Learning
Advantages
Reduced training time
Self-paced learning Immediate feedback
Reduced risk of error forlearner
Presentingquestions, facts,or problems to
the learner
Allowing theperson torespond
Providingfeedback on the
accuracy ofanswers
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Choosing the Best T&D Method Choice of delivery method depends on:
Organizational culture and values
T&D objective and content
Profiles of trainees and trainers
Financial and technological resource availability
Time
Location
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Choosing the Best T&D MethodDevelopments occurring with regard to
delivery methods
Shift toward on-the-job training Increased efficiency
Exploitation of technology to aid learning
Increased emphasis on teams
Focus on mentoring
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EvaluationIntegral part of overall training program
Provides feedback on effectiveness of
training programEvaluation criteria should be established
in tandem with and parallel to training
objectives
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Four Levels of Training Evaluation
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Evaluation of T & D Evaluation of criteria
Internal criteria
External criteria Collection of information
Analysis
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Internal Criteria:
Uirle Patrick Approach: levels of evaluation
Reaction- TraineeLearning-Output
Behavior-Learned
Results- Affect
CIRO Approach
Context-Info abt lacking skills( Immediate,Intermediate, Ultimate)
Input evaluationReaction
Outcome
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CIPP Approach Context
Input
Process Product
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Financial Analysis-CBA & Break even
COST
Facilities-Class, labs, library
Equipment-Computer, P&M
Personnel-Instructor
Consultant- evaluators
Material-books, inventory
BENEFIT
Attitudinal change
Skill development
High morale
High JS
High motivation
Operational outcomes
Productivity inc
Sales inc Customer satisfaction
Turnover
Absenteeism
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Factors in T & D effectiveness Learning Principles
Pedagogy and Andragogy
Characteristics of trainers Characteristics of trainees
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Learning principles
Conditions of practice Knowledge of results
Relevance of material
Transfer of training
Pedagogy & Andragogy
Contemporary HRM
Pedagogy- designing of contentAndragogy-Source of act than collection of act
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Characteristics of Trainees:
Diff coz of values, beliefs and attitude. Expressed by learning curve
X axis- time/effort
Y axis- amount of learning
Negative curve-easy progress
Positive curve- difficult in starting, slow pace,increases after adjustments
S shaped- slow pace, average then, slows up again
Curves dependent upon orgn culture, individuals
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Characteristics of trainers Create learning environment
Motivate trainees
Updated information Handling nature of trainees
Knowledge acc. to trainees
Proper feedback
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Impediments to Effective T & D
Commitment lacking
Inadequate budget allocation
Universities award only degrees, not skills
Poaching of trained workers