Week 1 introduction
- 2. General Open Systems Model OPEN SYSTEM INPUT PROCESS OUTPUT Systems External Environment OUR ORGANIZATION SYSTEM
- 3. TRAINING • What is training? • Why training? • How training?
- 4. Training as a Subsystem within the Organizational System TRAINING SUBSYSTEM Organizational Needs Analysis Knowledge Employee Needs Design Skills Budget Development Attitudes Equipment Implementation Motivation Staff Evaluation Job Performance INPUT PROCESS OUTPUT TRAINING’S ORGANIZATIONAL ENVIRONMENT Mission Strategy Structure Policies Procedures Finances Resources People Products Technology
- 5. Training Process Model Outcome Evaluation Data Needs Analysis Phase Input Process Output Design Phase Input Process Output Development Phase Input Process Output Implementation Phase Input Process Output Evaluation Phase Input Process Output Process Evaluation Data Triggering Event
- 6. Training • The process of developing skills in order to more effectively perform a specific job or tasks • To provide employees with the KSA to perform more effectively (to meet current job requirements or prepare them to meet inevitable changes) • Part of an integrated system in which performance is measured against criteria
- 7. TRENDS IN TRAINING • Aligning training with business strategy • Advances in technology • Managing talent • Improving training function • Quality • Legal issues
- 8. ALIGNING TRAINING WITH BUSINESS STRATEGY • Top priority of HR managers • Rapid changing of business environment • Training improve performance
- 9. Advances in Technology • Rapid advances in learning technology • New learning media • Mobile technology
- 10. Managing Talent • Due to changing demographics; diversity • Developing the right talent; selecting and retaining talents. • Knowledge delivery systems; continuously upgrade employees knowledge and skills.
- 11. Quality and Continuous Improvement • Training as part of performance improvement system • Identification of performance improvement opportunities identification of alternative solution • Design and implementation • Evaluation of results
- 12. Legal Issues • Equal employment opportunity • Sexual harassment • Required training (e.g. ???) • Liability for injury or illness • Confidentiality • Copyrighted Materials
- 14. Define key concepts • Learning • KSA : Knowledge, Skills and attitudes • Competencies • Training, development and education • Training Need Analysis (TNA)
- 15. Important Concepts • Learning- relatively permanent change in cognition • KSA – types of learning outcomes – Knowledge: information, organize, understanding – Skills: capacities needed to perform a set of tasks – Attitudes: beliefs and opinions a person hold about things or events… • Competencies – A set of KSA that enables a person to be successful in performing
- 16. Important Concepts • Training, development, education – Training is a process or activity that supports individual learning through specialized instruction and practice – Education is an experience that is designed to provide more general learning that is not specific to a job. – Development is the learning of KSAs (an outcome of training and other experiences).
- 17. Important Concepts • TNA is a process of collecting information about an expressed or implied need that could be met by conducting training. Result of TNA tells analyst what type of training needed and who needs training. • Deficiency is a performance that does not meet the current standard/target.
- 18. Analysis Phase (TNA) Input Process Output TRIGGER Actual Organizational Performance (AOP) VS Expected Organizational Performance (EOP) Identify Performance Discrepancy (PD) PD = EP VS AP And Causes of PD Non Training Needs Training Needs Resources Operational Analysis Expected Performance (EP) Person Analysis Actual Performance (AP) Organizational Analysis Objectives Environment
- 19. WHAT • Organizational Analysis determines the appropriateness of training based on its business strategy, resources, support, etc. • Operation and task analysis identifies the important tasks and KSA/competencies that need to be emphasized in training. • Person analysis: – To determine whether performance deficiencies result from lack of KSA or motivational or work-design problem. – To identify who needs training – To determine employees’ readiness for training.
- 20. WHY • Systematic – Actual Org. Performance less than Expected Org. Performance = Org. Performance Gap • TNA determines whether training can correct the performance problem: – Increase the chances that the time and money spent on training is spent wisely – Determine the benchmark for evaluation of training – Increase the motivation of participants – Align the training activities with the company’s strategic plan
- 21. When? • Changes in organization: – Technology – Human resource – System – ???
- 22. When Not to Conduct? • To communicate new vision or address legal concerns that affect all employees • Team building training needed by all employees • ???
- 23. 1st Mini Group Assignment Discuss what are the steps that need to be taken if: • You need to develop a new development program for SPACE students ?