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Chapter 1 - Intro To Training and Development

This document discusses the importance of training and development for employees. It covers key components of learning including formal training, informal learning, and knowledge management. It also outlines a systematic training design process and the ADDIE model. Forces impacting learning and examples of best training practices are provided.

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Chris Yu
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16 views

Chapter 1 - Intro To Training and Development

This document discusses the importance of training and development for employees. It covers key components of learning including formal training, informal learning, and knowledge management. It also outlines a systematic training design process and the ADDIE model. Forces impacting learning and examples of best training practices are provided.

Uploaded by

Chris Yu
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Chapter 1: Introduction to Training and Development

Importance of Training:

- Equips individuals with necessary KSAOs


- Serves to attract employees to companies  engages them and promotes retention
- Competitive advantage

Key Components of Learning:

- Learning: acquiring KSAOs, competencies or behaviors


- Human Capital:
o Knowledge
o Advanced skills
o System understanding and creativity
o Motivation to delivery high-quality products and services
- Training: facilitates learning job-related competencies, KSAOs
- Development:
o FUTURE FOCUSED
o Includes formal education, job experiences, relationships and assessments
- Formal Training and Dev’t: developed and organized by company
- Informal Learning:
o LEARNER INITIATED  motivated by an intent to develop
o Occurs w/o trainer or instructor
o Breadth, depth and timing is controlled by employee
- Explicit Knowledge: well documented, easily articulated, and easily transferred from person-to-
person PRIMARY FOCUS OF FORMAL TRAINING
- Tacit Knowledge: personal knowledge based on individual experiences that is difficult to codify
 FACILITATED BY INFORMAL LEARNING
- Knowledge Management: tools, processes, systems, structures, and cultures to improve the
creation, sharing and use of knowledge

Systematic Training Design:

- Step 1: Conducting Needs Assessment


o Org analysis, person analysis, task analysis
- Step 2: Ensuring Employees’ Readiness for Training
o Attitudes and motivation, basic skills
- Step 3: Creating a Learning Environment
o Learning objectives
o Meaningful material
o Practice
o Feedback
o Community of learning
o Modelling
o Program administration
- Step 4: Ensuring Transfer of Training
o Self-management
o Peer and manager support
- Step 5: Developing and Evaluation Plan
o Identify learning outcomes
o Choose evaluation design
o Cost-benefit analysis
- Step 6: Selecting Training Method
o Traditional vs. e-learning
- Step 7: Monitoring and Evaluating the Program
o Conduct evaluation
o Make changes to improve the program

ADDIE Model:

- Analysis
- Design
- Development
- Implementation
- Evaluation

Forces Impacting Learning:

- Economic cycles  companies may be tempted to reduce training expenses


- Globalization  global companies must find talented employees (expats, outsourcing, etc.)
- Value of intangible assets and human capital (includes human capital, customer capital, social
capital and intellectual capital)  knowledge workers are becoming more important; a greater
focus on employee engagement is needed  increasing need for companies to become
“learning organizations”
- Focus on links to business strategy  training is no longer an isolated function but rather an
integral part of business success
- Changing demographics and diversity (racial and ethnic diversity, aging workforce), generational
differences  managing diversity through coaching, training, developing, providing
performance feedback that is free of stereotypes, recognizing differences and allowing all
employees of all backgrounds to generational differences
- Talent management  systematic, planned, and strategic effort by a company to attract,
retain, develop, and motivate highly skilled talent
o Key components: acquiring and assessing employees, learning and development,
performance management and compensation
o Importance: changes in demand for certain occupations/jobs, cognitive and
interpersonal skill requirements, anticipated retirement of baby boomers, developing
managerial talent
- Customer service and quality emphasis
o Total Quality Management (TQM): company-wide effort to continuously improve the
ways people, machines, and systems accomplish work
o Quality Standards: Balridge Award, ISO
o Six Sigma: measuring, analyzing, improving, and then controlling processes once they
have been brought within the narrow six sigma quality tolerances or standards
- New technology  changed how we train, knowledge can be shared readily, trainer roles have
developed, many organizations used blended training methods
- High-performance models of work systems
o Work teams: employees interact to assemble a product/service
o Cross training: training employees in a range of skills to fill roles needed to be
performed
o Virtual teams: teams separated by time, geographic and organizational boundaries

Snapshot of Training Practices:

- Direct expenses have remained stable


- Increased demand for specialized training
- Increased use of technology-based learning (ex: self-paced online learning)  improved learning
efficiency and a larger employee-learning staff member ratio

BEST Award Winners:

- Training supports business strategy


- Visible support from top management
- Efficiency in training
- all employees with access to training on an as-needed basis
- variety of learning opportunities
- measurement of training effectiveness
- use of non-training solutions

ATD Competency Model

Training Roles:

- Learning Strategist: determines how learning can be used to align with business strategy
- Business Partner: uses business knowledge and industry expertise to create training that
improves performance
- Project Manager: plans and monitors delivery of learning and performance solutions to support
the business
- Professional Specialist: designs, develops, delivers and evaluated learning and performance
systems

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