Training and Development.ppt
- 1. Training and Development 1 Human Resource Management
- 2. Introduction to Training Training is the systematic process of altering employee 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 2 Human Resource Management
- 3. Introduction to Training A training program is an opportunity for employees to acquire skills, attitudes, and knowledge Learning is the act by which an individual acquires skills, knowledge, and abilities that result in a relatively permanent change in behavior Any behavior that has been learned is a skill Motor, cognitive, and interpersonal skills are training targets 3 Human Resource Management
- 4. Introduction Training and development are processes that provide employees with: Information Skills An understanding of the organization and its goals The ability to make positive contributions in the form of good performance 4 Human Resource Management
- 5. What is Management Development? Development that uses behavioral science knowledge to deal with problems 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 5 Human Resource Management
- 6. Training & Development Training & development Represents ongoing investment in employees, and recognition 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 6 Human Resource Management
- 7. 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 different and varied responsibilities Makes employees more accountable for results 7 Human Resource Management
- 8. Employee Training Determining training needs Specific training goals should be based on: organization’s 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 8 Human Resource Management
- 9. Principals of Learning Learner Attention Importance/Relevance to job Positive Reinforcement/Corrective Feedback Transfer of Learning Knowledge of Progress Practice Whole vs Part 9 Human Resource Management
- 10. 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 10 Human Resource Management
- 11. Training Process Identify Training Needs Set Training Objectives Evaluation Criteria Choose Training Materials and Methods Conduct Training Evaluate Training 11 Human Resource Management
- 12. Needs Assessment Needs assessment is a process used to determine if, and what type of, training is necessary Organizational analysis: examining a firm’s mission, resources, and goals Person analysis: determining who needs training and their readiness for training Task analysis: identification of the tasks, knowledge, skill, and behaviors that should be included in a training program 12 Human Resource Management
- 13. Levels of Needs Assessment 13 Human Resource Management
- 14. Assessing Current Employees’ Training Needs Performance Appraisals Job-Related Performance Data Observations Interviews Assessment Center Results Individual Diaries Attitude Surveys Tests Methods for Identifying Training Needs 14 Human Resource Management
- 15. 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 15 Human Resource Management
- 16. Training Needs and Objectives Needs assessment involves analyzing: The organization’s needs The knowledge, skill, and ability needed to perform the job The person or jobholder’s needs The firm’s long- and short-term objectives 16 Human Resource Management
- 17. Instructional Methods This phase of training includes: Selection of content and training methods The actual training 17 Human Resource Management
- 18. On The Job Training Methods Job instruction training (JIT) Coaching Mentoring Job rotation Apprenticeship training Committee assignments 18 Human Resource Management
- 19. Off The Job Training Methods Vestibule training Role playing Lecture method Conference or discussion method Programmed instruction 19 Human Resource Management
- 20. 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 20 Human Resource Management
- 21. On-The-Job Training This is the most widely used method of training Although OJT is simple and relatively inexpensive, hidden costs can include: Damaged machinery Unsatisfied customers Misfiled forms Poorly taught workers 21 Human Resource Management
- 22. Computer-Based Instruction Benefits Self-paced Adaptive to different needs Can be customized Easy to deliver Usually less expensive to administer Can be conducted when convenient for employee Drawbacks Learners must be self- motivated Cost of producing online, interactive materials Lack of interaction with others may work against needs and preferred learning styles 22 Human Resource Management
- 23. 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 interaction with the instructor 23 Human Resource Management
- 24. Role Playing Each person is assigned a role in a situation and is asked to react to other players’ role-playing The player is asked to react to the stimuli as that person would Players are provided with background information on 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 of others 24 Human Resource Management
- 25. In-Basket Technique The participant is given typical items from a specific manager’s mail, email, and telephone list Important and pressing matters are mixed in with routine business matters The trainee is analyzed and critiqued on: The number of decisions made in the time allotted The quality of the decisions The priorities chosen for making them To generate interest, in-basket materials must be: Realistic, job-related, and not impossible to make decisions on 25 Human Resource Management
- 26. 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 for developing leadership skills, if used in conjunction with videotape methods Research evidence is generally positive 26 Human Resource Management
- 27. Programmed Learning Advantages Reduced training time Self-paced learning Immediate feedback Reduced risk of error for learner Presenting questions, facts, or problems to the learner Allowing the person to respond Providing feedback on the accuracy of answers 27 Human Resource Management
- 28. 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 28 Human Resource Management
- 29. Choosing the Best T&D Method Developments 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 29 Human Resource Management
- 30. Evaluation Integral part of overall training program Provides feedback on effectiveness of training program Evaluation criteria should be established in tandem with and parallel to training objectives 30 Human Resource Management
- 31. Four Levels of Training Evaluation 31 Human Resource Management
- 32. Impediments to Effective T & D Commitment lacking Inadequate budget allocation Universities award only degrees, not skills Poaching of trained workers 32 Human Resource Management