7 Chapter Training Objectives Irwin/McGraw-Hill • Discuss how training can help companies gain a competitive advantage • Explain the role of the manager in identifying training and supporting use of training on-the-job • Conduct a needs assessment, • Evaluate employees’ readiness for training • Discuss the strengths and weaknesses of presentation, hands-on, and group training methods • Choose an appropriate evaluation design based objectives and analysis of constraints • Design a cross-cultural preparation program © The McGraw-Hill Companies, Inc., 2000 Training and Learning Organization 7-2 Training refers to a planned effort by a company to facilitate the learning of job related knowledge, skills, or behavior by employees High-leverage training is linked to strategic business goals and objectives, is supported by top-management, relies on an instructional design model to ensure the quality of training and to contain costs, and is compared or benchmarked to programs in other organizations A learning organization is one whose employees are continuously attempting to learn new things and apply what they learn to improve product or service quality Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 7-3 Essential Features of Learning Organizations Continuous learning Knowledge generation and sharing Critical systematic thinking Learning culture Encouragement of flexibility and experimentation Valuing of employees Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Designing Effective Training Systems 7-4 Conductneeds needsanalysis analysis Conduct Ensureemployee employee readiness readiness for for training training Ensure Createlearning learning environment environment Create Ensuretransfer transfer of of training training Ensure Evaluate training trainingprogram program Evaluate Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 7-5 The Needs Assessment Process Training Pressure Points Organizational Analysis Person Analysis - Is it a training problem? - Who needs training? - Are employees ready for training? - Support for training? - Sufficient resources? - Fit with strategic objectives? Task Analysis - identify tasks, skills, knowledge, and behavior Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 7-6 Implications of Business Strategy for Training Strategy Concentration Irwin/McGraw-Hill How Achieved - improve quality Key Issues - current skills - develop work force Training Implications - team building - cross-training - people skills - on-the-job © The McGraw-Hill Companies, Inc., 2000 7-7 Implications of Business Strategy for Training Strategy Concentration Internal Growth Irwin/McGraw-Hill How Achieved - improve quality - global expansion - new products - joint ventures Key Issues Training Implications - current skills - develop work force - team building - cross-training - people skills - on-the-job - innovation - creating new jobs & tasks - cultural training - creativity training - communication - technical skills - conflict resolution © The McGraw-Hill Companies, Inc., 2000 7-8 Implications of Business Strategy for Training Strategy Concentration How Achieved Key Issues Training Implications -improve - current skills quality - develop -customize work force products/services - team building - cross-training - people skills - on-the-job Internal Growth - global expansion - new products - joint ventures - innovation - creating new jobs & tasks - cultural training - creativity training - communication - technical skills - conflict resolution External Growth (acquisition) - acquire firms - integration - redundancy - restructuring - integrate training systems - team building - identify capabilities Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 7-9 Implications of Business Strategy for Training Strategy Concentration How Achieved Key Issues Training Implications - improve - current skills quality - develop -customize work force products/services - team building - cross-training - people skills - on-the-job Internal Growth - global expansion - new products - joint ventures - innovation - creating new jobs & tasks - cultural training - creativity training - communication - technical skills - conflict resolution External Growth (acquisition) - acquire firms - integration - redundancy - restructuring - integrate training systems - team building - identify capabilities Disinvestment - cost/asset reduction - redefine goals - sell assets - efficiency Irwin/McGraw-Hill Irwin/McGraw-Hill - stress management - time management - cross-training © The McGraw-Hill Companies, Inc., 2000 - outplacement Ensuring Employees’ Readiness for Training 7-10 Motivation to learn can be increased by ensuring that employee’s believe they theycan can learn learntraining trainingcontent content believe understand the thebenefits benefitsof of training training understand areaware aware of oftheir their career career interests, interests,training trainingneeds needs are andgoals goals and understand the theeffects effectsof of work workenvironment environment understand situationalconstraints constraints situational socialsupport support social possess basic basic(literacy) (literacy)skills skills possess Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 7-11 Creating a Learning Environment Needs of employees to enhance learning Irwin/McGraw-Hill Know training trainingobjectives objectives Know Link own own experiences experiencesto totraining training Link Opportunities to topractice practice Opportunities Feedback Feedback Learn by byobserving observingothers others Learn Coordinated training trainingprograms programs Coordinated © The McGraw-Hill Companies, Inc., 2000 Ensure Transfer of Training 7-12 Climate for for transfer transfer Climate Make self-management self-management aa part part of of Make training training Opportunities to to use use training training Opportunities Peer and and manager manager support support Peer Technological support support Technological Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 7-13 Training Methods Irwin/McGraw-Hill PresentationTechniques Techniques Presentation classroominstruction instruction classroom distancelearning, learning,and andaudio audiovisual visual distance Hands- -on onTechniques Techniques Hands on-the-jobtraining training(OJT) (OJT) on-the-job self-directedlearning learning self-directed apprenticeship apprenticeship simulations simulations businessgames, games,case casestudies studies business behaviormodeling modeling behavior interactivevideo video interactive Group-buildingmethods methods Group-building adventure(wilderness) (wilderness)learning learning adventure teamtraining, training,and andaction actionlearning learning team © The McGraw-Hill Companies, Inc., 2000 Evaluating Training Programs 7-14 Five categories of evaluation include: Irwin/McGraw-Hill Cognitive Cognitive Knowledgeof ofprogram programcontent content Knowledge Skill-based Skill-based technicalskills skillsor orbehavior behavior technical Affective Affective reactionof oftrainee traineeprogram program reaction Results Results effecton oncompany companyperformance performance effect Returnon onInvestment Investment Return whatof ofvalue valuedoes doesthe thecompany companygain gain what © The McGraw-Hill Companies, Inc., 2000 Reasons for Evaluating Training 7-15 Determine ifif program program met met objectives objectives Determine Determine trainee’s trainee’s reaction reaction to to program program Determine content and and administration administration content Determine benefits benefits // costs costs of of program program Determine Help select select the the best best program program Help Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Training Evaluation Designs 7-16 Pretest // Posttest Posttest with with comparison comparison Pretest group group Pretest // Posttest Posttest Pretest Posttest only only Posttest Time series series Time Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Factors in Choosing an Evaluation Design 7-17 Size of of program program Size Purpose Purpose Implicationsififprogram programfails fails Implications Companynorms norms Company Costsof of conducting conducting evaluation evaluation Costs Speedneeded needed in inobtaining obtainingdata dataon onprogram program Speed effectiveness effectiveness Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Legal Issues 7-18 Legal Legal injuryduring duringtraining training injury usingcopyrighted copyrightedmaterial material using confidentiality confidentiality diversityof ofparticipants participants diversity equaltreatment treatmentof ofemployees employees equal attendancerequirements requirements attendance revealingdiscriminatory discriminatoryinformation information revealing Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 7-19 Three Phases of Cross-Cultural Preparation •Predeparture Phase •On-site training •Repatriation Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Managing Work Force Diversity 7-20 Through adherence to legislation Through diversity training programs Attitude awareness and change programs Behavior-based programs Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Three Phases of Socialization 7-21 •Anticipatory socialization •Encounter •Settling in Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 [...]... McGraw-Hill Companies, Inc., 2000 Factors in Choosing an Evaluation Design 7-17 Size of of program program Size Purpose Purpose Implicationsififprogram programfails fails Implications Companynorms norms Company Costsof of conducting conducting evaluation evaluation Costs Speedneeded needed in inobtaining obtainingdata dataon onprogram program Speed effectiveness effectiveness Irwin/McGraw-Hill... McGraw-Hill Companies, Inc., 2000 Ensure Transfer of Training 7-12 Climate for for transfer transfer Climate Make self-management self-management aa part part of of Make training training Opportunities to to use use training training Opportunities Peer and and manager manager support support Peer Technological support support Technological Irwin/McGraw-Hill © The McGraw-Hill Companies,... discriminatoryinformation information revealing Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 7-19 Three Phases of Cross-Cultural Preparation •Predeparture Phase •On-site training •Repatriation Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Managing Work Force Diversity 7-20 Through adherence to legislation Through diversity training programs Attitude awareness and change programs Behavior-based... McGraw-Hill Companies, Inc., 2000 Legal Issues 7-18 Legal Legal injuryduring duringtraining training injury usingcopyrighted copyrightedmaterial material using confidentiality confidentiality diversityof ofparticipants participants diversity equaltreatment treatmentof ofemployees employees equal attendancerequirements requirements attendance revealingdiscriminatory discriminatoryinformation... simulations businessgames, games,case casestudies studies business behaviormodeling modeling behavior interactivevideo video interactive Group-buildingmethods methods Group-building adventure(wilderness) (wilderness)learning learning adventure teamtraining, training,and andaction actionlearning learning team © The McGraw-Hill Companies, Inc., 2000 Evaluating Training Programs 7-14 Five categories... onInvestment Investment Return whatof ofvalue valuedoes doesthe thecompany companygain gain what © The McGraw-Hill Companies, Inc., 2000 Reasons for Evaluating Training 7-15 Determine ifif program program met met objectives objectives Determine Determine trainee’s trainee’s reaction reaction to to program program Determine content and and administration administration content Determine benefits...7-11 Creating a Learning Environment Needs of employees to enhance learning Irwin/McGraw-Hill Know training trainingobjectives objectives Know Link own own experiences experiencesto totraining training Link Opportunities to topractice practice Opportunities Feedback Feedback Learn by byobserving observingothers others Learn Coordinated training trainingprograms programs Coordinated ©... 7-14 Five categories of evaluation include: Irwin/McGraw-Hill Cognitive Cognitive Knowledgeof ofprogram programcontent content Knowledge Skill-based Skill-based technicalskills skillsor orbehavior behavior technical Affective Affective reactionof oftrainee traineeprogram program reaction Results Results effecton oncompany companyperformance performance effect Returnon onInvestment... 7-13 Training Methods 1 2 3 Irwin/McGraw-Hill 1 2 3 PresentationTechniques Techniques Presentation classroominstruction instruction classroom distancelearning, learning,and andaudio audiovisual visual distance Hands- -on onTechniques Techniques Hands on-the-jobtraining training(OJT) (OJT) on-the-job self-directedlearning learning self-directed apprenticeship apprenticeship simulations... to legislation Through diversity training programs Attitude awareness and change programs Behavior-based programs Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 Three Phases of Socialization 7-21 •Anticipatory socialization •Encounter •Settling in Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000