Training - Human Resource Management - Lecture Slides, Slides of Human Resource Management

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Training

Training and Development

• Overview:
  • What is training?
  • Why training?
  • The basic training model
• Training needs evaluation
• Learning
• Training methods
• Training evaluation
• Training applications
• Current issues and trends

The Basic Training Model

Training Needs Assessment

Instructional Objectives (^) Selection and Design of Instructional Programs

Training Outcomes

Development of Criteria

Training Activities

Training Evaluation

Training Needs Assessment

• What do we need?
  • Organization analysis
  • Job analysis
• What do we have?
  • Individual analysis

Job Analysis & Needs Assessment

• Skill analysis
  • What skills are needed?
  • How much skill must be possessed?
  • How can skill possession be measured?
  • When do skills need to be acquired?
• Task analysis
  • Frequency and importance
  • Training program design

Psychological fidelity Skill transfer

Person Analysis

• Sometimes, the training need is obvious
  • New employee orientation
  • New technology or work methods
• Performance appraisal
• Assessment center
• Formal skill assessment

Learning Issues

• Learning conditions - external
• Learning conditions - internal
• Retention
• Transfer
• Types of learning

Learning Conditions - External

• Trainee information
• Trainee knowledge or skill
• Correct equipment or tools
• Trainee capacity
• Incentive / motivation to learn

Retention

• Degree of original learning
• Meaningfulness of learned material
• Interference
• Perception
• Motivation

Training Transfer

• Similarity between training and work settings and tasks
• Adequate opportunity to practice during training
• Provide a variety of stimulus situations or settings during training to allow trainees to learn to generalize
• Teach general principles

Training Methods - Overview

• Not every organizational problem can be solved with training
• Selecting a training method
  • Skills to be acquired
  • Trainee characteristics
  • Practical considerations
• The “Hammer Theory”

On-The-Job Training (1)

• The most common method
• What’s involved?
  • Watch-and-do
  • Special assignments or job rotation
• When to use
  • Procedural knowledge
  • Skills requiring practice and feedback

Lecture

• When to use
  • Declarative knowledge
  • Large groups of people to handle
• Advantages
  • Large number of people can be handled with a single trainer
  • Little need for coordination of activities
  • Can be adapted to video/distance learning
• Disadvantages
  • Less likely to include two-way communication (feedback)
  • No opportunity for practice (procedural/cognitive knowledge)

Programmed Instruction (1)

• About PI and CAI
  • Can involve workbooks, computer programs, etc.
  • Now more likely to be computer-based & multi- media
  • Trainees move through program at own pace
  • Very attractive method (high-tech)