chapter4&5_Rest of the training cycle.pdf
- 1. I- ASSESSMENT PHASE ESTABLISH TRAINING OBJECTIVE
- 2. ESTABLISH TRAINING OBJECTIVE It is a clear statement describe what participants will do and learn
- 3. SMART OBJECTIVES Specific: outline what learner hopes to accomplish Measurable: can be evaluated to decide whether they have been accomplished. Action-oriented: describe the actions learner will be able to take. Realistic: are attainable ➢ not so difficult that learner cannot achieve them. ➢ not so simple that learner will not be challenged. Timely: outline actions learner can apply immediately.
- 4. EXAMPLE An objective for a technical service representative : He will be able to adjust the color guidelines on the HP Officejet All-in-One printer copier within 10 minutes according to the device’s specifications.
- 5. EXAMPLE An objective for a new salesman: “Demonstrate the ability to explain the function of each product within two weeks.” An objective for a secretary: “Ability to enter data on a computer keyboard at the rate of 200 strokes per minute, with less than 1% errors.
- 6. Training Objectives can be set by using the following dimensions as a training result : Quantity of work Quality of work Timeliness of work Cost savings of work
- 7. Quantity of work Example : Number of words per minute typed or number of items processed per hour
- 8. Quality of work Example : Cost of rework or errors
- 9. Timeliness of work Example : Schedules met or budget reports turned in on time
- 10. Cost savings of work Example : Deviation from budget or sales expense
- 11. Because training seldom is an unlimited budget item and there are multiple training needs in an organization, it is necessary to prioritize needs. Ideally, training needs are ranked in importance on the basis of organizational objectives. The training most needed to improve the health of the organization is done first in order.
- 12. PRE-TEST TRAINEES To make the bridge between training assessment and implementation, we must identify trainees’ performance, Knowledge, skills and behavior level before conducting training.
- 13. Once the needs assessment is completed and training objectives are clearly identified, the design phase of the training and development process is initiated
- 14. II- IMPLEMENTATION PHASE TYPES OF TRAINING
- 15. TYPES OF TRAINING 1) INTERNAL TRAINING Takes place in on-the-job locations, normal working situation, using the actual tools, equipment, document or materials that trainees will use when fully training. 2) EXTERNAL JOB TRAINING Training carried out by parties external to the organization and usually on not owned by the employee.
- 16. occurs through interactions and feedback among employees. DELIVERY METHODS Informal training
- 17. DELIVERY METHODS ON-THE-JOB TRAINING ▪ approach that permits employee to learn job tasks by actually performing them. ▪ Most commonly used T&D method because they focus on increasing immediate productivity. ▪ OJT should be planned. The supervisor or manager conducting the training must be able to both teach and show the employees what to do.
- 18. ON-THE-JOB TRAINING It begins with explanation of the job purpose and a step- by-step demonstration by trainer of job operations then trainee try it alone.
- 19. 8–19 Well-planned OJT can be very effective based on a guided form of training known as job instruction training (JIT). Many jobs (or parts of jobs) consist of a sequence of steps best learned step-by-step.
- 20. occurs when people are trained to do more than one job— theirs and someone else’s. DELIVERY METHODS Cross Training
- 21. A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training. DELIVERY METHODS Apprenticeship
- 22. Trainees learn on the actual or simulated equipment but are trained off the job (perhaps in a separate room or vestibule). DELIVERY METHODS Vestibule Training
- 23. Efficient means of transmitting large amounts of factual information to a large number of people at the same time. DELIVERY METHODS Lecture
- 24. like DVDs, films, PowerPoint, and audiotapes. DELIVERY METHODS Audiovisual-Based Training
- 25. It is used to train participants to identify and analyze problems and consider alternative solutions. DELIVERY METHODS Case Studies
- 26. It involves (1) showing trainees the right (or “model”) way of doing something, (2) letting trainees practice that way, and then (3) giving feedback on the trainees’ performance. DELIVERY METHODS Behavior Modeling
- 27. The basic procedure is as follows: 1. Modeling. First, trainees watch live or video
- 28. trainees get roles to play in a simulated situation or problem ; here they are to practice the effective behaviors demonstrated by the models. In a role- play exercise, trainees get to play-act various roles. 2) Role-playing
- 29. 3. Social reinforcement. The trainer provides reinforcement in the form of praise and constructive feedback. 4. Transfer of training. Finally, trainees are encouraged to apply their new skills when they are back on their jobs.
- 30. A structured process by which people are computerized tools and displays that automate training, documentation, and phone support. DELIVERY METHODS Electronic performance support systems (EPSS) Performance support systems are modern job aids. Job aids are sets of instructions, diagrams, or similar methods available at the job site to guide the worker.
- 31. use interactive computer-based systems to increase knowledge or skills. teach employees safe methods for avoiding falls. lets trainees replay the lessons and answer questions, and are especially effective when paired with actual practice under a trainer's watchful eye. DELIVERY METHODS Computer-based training
- 32. Umbrella term describing online instruction DELIVERY METHODS E-Learning
- 33. Interactive training involves delivering programs over broadband lines, the Internet, or satellite. DELIVERY METHODS Videoconferencing
- 34. Learners use computer and communications technologies to work with remote learning resources but without being online at the same time. Text- or computer based training course that requires learners to use email to discuss assignments with each other & with coach. DELIVERY METHODS Asynchronous Learning Networks (ALN)
- 35. creating an artificial learning environment that approximates the actual job conditions Virtual reality puts trainee in an artificial 3D environment that simulates events and situations experienced on the job. Sensory devices transmit how the trainee is responding to the computer, and the trainee "sees, feels and hears" what is going on, assisted by special goggles and sensory devices DELIVERY METHODS Simulations
- 36. It is a training method used to develop team working, leadership, problem-solving and communication skills. DELIVERY METHODS Adventure learning
- 37. CONSIDERATIONS WHEN SELECTING TRAINING APPROACHES
- 38. • Prepare required training equipment. • Schedule training time with trainees and trainer/ training provider • Develop or purchase training material. ARRANGE FOR THE TRAINING
- 39. • Deliver the training. • Set tracking tools to monitor punctuality of trainees. • Set Learning assessment tools as tests CONDUCT THE TRAINING
- 40. III- EVALUATION PHASE Donald L. Kirkpatrick identified four levels to evaluate training effectiveness.
- 41. Levels of Evaluation (Kirkpatrick 1998) Results Behavior Learning Reaction
- 42. III- EVALUATION PHASE A) REACTION
- 43. III- EVALUATION PHASE A) REACTION How participant felt about the training program Can be obtained by • Questionnaire • Interview
- 45. III- EVALUATION PHASE B) LEARNING
- 46. III- EVALUATION PHASE B) LEARNING How participant increase or change their knowledge and skills. Can be determined by • Pre/post Performance Tests • Observation • Simulation • Performance Appraisals
- 47. III- EVALUATION PHASE C) BEHAVIOR
- 48. III- EVALUATION PHASE C) BEHAVIOR How participant changed their behavior on the job as a result of training Can be determined by • Observations (Ratings/Checklists) • Simulation • Third party feedback
- 49. III- EVALUATION PHASE D) RESULT
- 50. III- EVALUATION PHASE D) RESULT How training program affected the organizational goals Can be determined by • Organization performance • Measure of results for a training activities is return on investment (ROI)
- 52. Determining program effectiveness can be an improvement tool as Keep or change providers? Offer it again? What are the true costs? Can we do it another way?