Professional Documents
Culture Documents
By
Dr Nazrul Islam
MBA, PhD
Chapter 1
Introduction to
Training and Development
By
Dr Nazrul Islam
What is Training?
Training is a systematic process through
which an organizations human resources
gain knowledge and develop skills by
instruction and practical activities that
result in improved corporate
performance.
What is Training?
Training - a planned effort by a company
to facilitate employees learning of jobrelated competencies.
Competencies include knowledge, skills or
behavior critical for successful job
performance.
High-Leverage Training
High-leverage training is linked to strategic
business goals and objectives;
It uses an instructional design process to
ensure that training is effective;
It compares or benchmarks the company's
training programs against training programs
of other companies;
It creates working conditions that encourage
continuous learning.
Continuous learning
Continuous learning requires
employees to understand the entire
work system, including the
relationships among their jobs, their
work units, and the company as
well.
Development
The acquisition of knowledge, skills and abilities (KSA), required
to perform ones future job responsibilities and for the longterm achievement of individual career goals and organizational
objectives.
The goal is to prepare employees for managerial careers.
Improving an individual in line with the requirements of that
individual.
Importance of Training
Helps in maintaining high quality products
/services;
Achieves high service standards;
Provides information for new comers;
Refreshes memory of old employees;
Achieves learning about new things, technology,
products / services delivery
Reduces mistakes - minimizing costs;
Opportunity for staff to feedback / suggest
improvements;
Improves communication & relationships - better
teamwork.
Communication skills
Computer skills
Customer service
Diversity
Ethics
Human relations
Quality initiatives
Safety
Sexual harassment
1-16
Exercise
Rank ASK by difficulty to develop in people.
Attitude
Skills
Knowledge
Easy
Moderately
difficult
Most difficult
A Systematic Approach
to Training
Key Concepts in Preparing a Training
Plan
Before you train and develop people identify
what:
They must know - before they can perform job
They should know - to improve performance
Would be nice for them to know but not
necessary to perform duties.
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
1-25
Individual Plans
For individual personalized training, we
must assess the trainees weakness and
strengths first before setting up
appropriate programs.
Training areas may be tailor-made.
Trainee should receive an individual timetable
for self progress.
3. Specifying Training
Objectives
Training Objectives must be specific &
measurable.
What should trainees be able to accomplish
after participating in the training program?
What is the desired level of such
accomplishment, according to industry or
organizational standards?
Do you want to develop attitudes, skills,
knowledge or some combination of these
three?
Program duration
Program structure
Instruction methods
Trainers qualifications
Nature of trainees
Support resources
materials, OHP,
classroom, etc.
2. Post-Training Test
3. Post-Training Appraisals
Categories of Training
Methods
A podcast is a form of digital media that consists of an episodic series of audio or digital radio, subscribed to and
downloaded through web syndication or streamed online to a computer or mobile device. The word is portmanteau of
"pod" and "broadcast."
Characteristics of Effective
On-the-Job Training (OJT)
The organization should issue a policy
statement describing the purpose of OJT and
emphasizing the organizations support for it.
The organization should specify who is
accountable for conducting OJT.
The organization should review OJT practices at
companies in similar industries.
Managers and peers should be trained in OJT
principles.
Measures of Training
Success
The following indicators may be used to
measure the success of training.
Trainee Satisfaction
Return on Investment (ROI)
Performance Improvement
New Skills, Knowledge & Attitude
Transfer of Training
Measures of Training
Success
Transfer of Training
Transfer of training: On-the-job use of
knowledge, skills, and behaviors learned in
training.
Can be measured by asking employees
three questions about specific training
tasks:
1. Do you perform the task?
2. How many times do you perform the task?
3. To what extent do you perform difficult and
challenging learned tasks?
The objectives of
orientation
programs include
making new
employees familiar
with the
organizations
rules, policies, and
procedures.
Content of
a Typical
Orientation
Program
Diversity Training
Training designed to change employee
attitudes about diversity and/or
develop skills needed to work in a
diverse workforce.
These programs generally emphasize
either
attitude awareness and change, or
behavior change
Training
Evaluation
1.Evaluation Criteria
2.Evaluation Design
Benefits of Training
Most training is
targeted to ensure
trainees learn
something they
apply to their job.
1-51
Extrinsic benefits
Higher earnings as a result of increased knowledge and
skills
improved marketability,
greater security of employment,
enhanced promotion prospect.
Standard of living
relationship between productivity and standard
of living
Canadian Govt. spend $ 11 billion annually to
educate workforce to become a high wage
economy.
Snapshot of Training
Practices
Key trends in learning initiative
investments:
Direct expenditures, as a percentage of
payroll and learning hours, have remained
stable over the last several years.
There is an increased demand for specialized
learning that includes professional or
industry-specific content.
The use of technology-based learning delivery
has increased from 11 percent in 2001 to 33
percent in 2007.
Snapshot of Training
Practices (cont.)
Self-paced online learning is the most
frequently used type of technology-based
learning.
Technology-based learning has helped
improve learning efficiency, and has resulted
in a larger employeelearning staff member
ratio.
The percentage of services distributed by
external providers dropped from 29 percent in
2004 to 25 percent in 2007.
Snapshot of Training
Practices (cont.)
In most companies training and
development activities are provided by
trainers, managers, in-house consultants,
and employee experts.
They can also be outsourced.
Training and development can be the
responsibility of professionals in human
resources, human resource development,
or organizational development.
Snapshot of Training
Practices (cont.)
As companies grow and/or recognize the
important role of training for business
success, they form an entire training
function, which may include instructional
designers, instructors, technical training,
and experts in instructional technology.
To be a successful training professional
requires staying up-to-date on current
research and training practices.
Blooms Taxonomy
In 1780 Abigail Adams stated, "Learning is
not attained by chance; it must be sought
for with ardor (love) and attended to with
diligence" .
Although, it received little attention when
first published in 1956, Bloom's Taxonomy
has since been translated into 22 languages
and is one of the most widely applied and
most often cited references in education.
Blooms Taxonomy
Environmental Context
Organizational Context
T
&
D
Environmental Scanning
.
Technology
New technologies can provide organizations with
improvements in productivity and a competitive
advantage.
Technology will only lead to productivity gains
when employees receive the necessary training to
exploit the technology
Change
Change is obvious and organizations can adapt
with changes through training their employees.
Structure
Companies in Quebec with payrolls over $1 million are required by law to spend
1 percent of their payroll on training, or pay a training tax. They must also
carefully document their training activities and complete government forms
every February. The main aspects of the legislation are as follows:
1. Every February, companies must file paperwork in which they indicate how
they spent 1 percent of their total payroll on training.
2. If they have not spent at least 1 percent of their total payroll on training,
they must pay the difference to the government, and that money is then used
to fund training programs in companies that have invested at least 1 percent in
training.
3. Companies must use accredited training bodies, instructors, and services
that follow a code of ethics. All types of training are eligible.
4. General information about the participation of employees in training
exercises must be provided.
5. Companies that meet the 1 percent training investment can apply for
provincial training grants.
Source: Harding, K. (2003, June 4). A taxing way to train staff. The Globe and Mail, C1, C6. Reprinted
with permission from The Globe and Mail.Follow the book.
Case Incident:
Canadian American Transportation Systems
Questions
1. To what extent has the instructional system design (ISD) model of training and
development been used? Discuss how the ISD model is relevant for the training of the
new staff and how it can be applied.
2. Discuss the benefits of the training described in the case for the organization,
employees, and the public.
Source: Garcia, C. (2004, May 17). CloseUp: Training and development. Canadian HR Reporter, 17 (10), 710.
Contd
Later in the day, the president called Sam into his office. Sam, I want you to meet Jenny
Stoppard. Ive just hired her as Vice President of Human Resources. Shes your new boss. I
think the next three years are going to be very exciting around here, and Jenny is going to be a
key player in the drive to increase our competitiveness. I want you to do everything in your
power to cooperate with her.
Questions
1. Comment on Sams approach to training. Would you want him working for your company?
What are the benefits of his training to employees and the organization?
2. To what extent is training at Flotation Ltd. strategic? What would make it more strategic?
3. To what extent has Sam used the instructional systems design (ISD) model of training and
development? If he were to more fully use the ISD model, what should he do? Comment on
each step of the ISD
model.
4. How does Sam evaluate his training programs? Compare Sams evaluation to the
presidents objectives. If Sam were to evaluate training based on the presidents objectives,
what would he have to do? What do you think the results might be?
5. The president has asked Jenny to take a close look at Sams operation. What should she
do, and what should she report back to the president?
Important Questions
Broad
1. a. Define Training & Development.
b. Describe the organizational, employee and societal benefits of
training and development.
2. a. Explain Trojan Technologies motto of employee attraction &
retention.
b. How do Trojan Technologies develop leaders?
3. a. How is ISD Model a rational and scientific model of the training &
development process?
b. Discuss the application of the ISD Model.
Short
1. Difference Between training & Development
2. Difference Between Intrinsic benefits and Extrinsic benefits