CHAPTER 2

INTRODUCTIONTO EMPLOYEETRAINING &DEVELOPMENT

DEFINITIONS OF TRAINING AND DEVELOPMENT

DEFINITIONS OF TRAINING AND DEVELOPMENT

Analysis of the current environment in which organization exist,

such as globalization, workforce demographic changes, new
technologies, and the changing roles of leadership and knowledge
are explained:
 The importance of training and development in today’s
organizations and today’s global markets.
 The essential roles and trainer professional competencies:
- Training is the process of imparting specific skills, knowledge, and
abilities to employees to enable them to perform a particular job or task
effectively.
-Development is a broader concept focused on the growth and
enhancement of an individual’s long-term capabilities and potential.

TRAINING AND HRM

A. Competitiveness or
competitive advantage is the
company's ability to
maintain and gain.
- Competitiveness is a company's
overall ability to compete in the
market, while
competitive advantage is a specific
strength that sets a company apart
from its rivals. Having a competitive
advantage contributes to overall
competitiveness.

1. Training is one part of the human resource management function used to

increase a company's competitiveness by improving employee
performance, by increasing an employee's knowledge, skills, and abilities.
2. Training is also used to attract, retain, and motivate employees.
3. Human resource management refers to the policies, practices, and
systems that influence employees' behavior, attitudes, and performance.
-HRM contributes to organizational success by improving employee
productivity, engagement, and retention.
 4. Globalization changing worker demographics, and new technologies
have increased the need for effective training in today’s organizations.
These forces influence the company's ability to successfully meet stake-
holder’s needs.

WHAT IS TRAINING?

A. Training is a planned effort by a company to facilitate employees learning

of job-related
competencies, including knowledge, skills or behaviors that are critical for
successful job
performance.

B. High-leverage training is linked to

strategic business goals and
objectives, helping a company
achieve its mission and goals
through an instructional design
process and the use of benchmarks
for comparative purposes. This
systems approach to training
requires the training function to
support the company's strategic
plans.
- is a focused approach to employee
development that prioritizes skills essential for organizational success. By
concentrating on core competencies aligned with business goals, it
maximizes the impact of training efforts.

C. Continuous learning is a condition many organizations now strive to

achieve in which employees constantly expand their knowledge and skills
and develop a systemic understanding of the company, its products and
process.
- a workplace culture that encourages employees to prioritize ongoing
learning and improvement.

Techniques such as informational maps can be used to show employees where

knowledge lies within the company
Technology such as GroupWare or the Internet allows employees in different
organizational units
to share information and work simultaneously on projects.
 DESIGNING EFFECTIVE
TRAINING

The training design process maps out a systemic approach to the development
and delivery of effective, strategic training. It is based on principles of
Instructional System Design.
Instructional System Design (ISD) refers to a process for designing and
developing training
programs.

1. A five-step model (commonly called ADDIE model) was discussed in the

text.

2. This model includes five basic steps common to most training models.
These steps are: analysis, design, development, implementation, and
evaluation.

3.

Measurable learning objectives should be identified before training.

4. The method of evaluation is critical to the success of the training program,

and needs to be determined in the initial design of the training program.

5. The training design process should be systematic, yet flexible enough to

adapt to changing business need.

- It is important to establish measurable learning objectives prior to training, and

the process of designing a training program should be both systematic and
flexible enough to accommodate evolving business needs.
 THE FORCES INFLUENCING
WORKING AND LEARNING

 The need for leadership to successfully manage in a global economy,

managers need to be self-aware and be able to build international teams,
create global management and
marketing practices and
manage employees from
diverse cultural backgrounds.
Companies need to both
identify employees with
managerial talent and help
potential new managers as well
as current managers develop
the skills needed to succeed

 Intangible assets are equally

as valuable as financial and
physical assets but they are not something that can be touched and they
are nonmonetary.
- intangible asset is an asset that lacks physical substance.
Example goodwill, brand recognition, copyrights, patents, trademarks,
trade names, and customer lists.

 Human capital refers to the sum of the attributes, life experiences,

knowledge, inventiveness, energy, and enthusiasm that the company’s
employees invest in their work.
- Human capital includes attributes like education, skills, training,
intelligence, loyalty, communication, management, and overall well-being.

 Structural capital refers to codified knowledge that exists in a company.

 Social capital refers to relationships in the company.

 Customer capital refers to the value of relationships with persons or

other organizations outside the company for accomplishing the goal of the
company.

- It’s a company's relationships with its customers

It's built upon customer loyalty, satisfaction, retention, advocacy, and
lifetime value.
And gain a competitive advantage.

One way that a company can increase its intangible assets, specifically
human capital is by focusing on attracting, developing, and retaining
 knowledge workers.

 Knowledge workers are employees who contribute to the company not

through manual labor but through what they know, perhaps about
customers or a specialized body of knowledge. Redesigned work
structures require many employees to work in teams, empowering them
to make decisions and making them accountable for outcomes. In
addition to acquiring and retaining knowledge workers, companies need
to be able to adapt to change.
- Knowledge worker’s example: pharmacists, public accountants,
engineers, architects, lawyers, physicians, scientists, financial analysts,
and design thinkers. Knowledge workers are said to think for a living,
unlike manual laborer who are paid for performing physical tasks.

 Change refers to the adoption of a new idea or behavior by a company. A

changing environment means that all employees must embrace a
philosophy of learning.

 Learning organization consists of employees that are continuous

learners, always developing or improving their skills and knowledge to
ultimately perform more effectively.

- Is continually learns and adapts. It encourages employee growth, values

new ideas, and fosters a culture of collaboration.

 Focus on link to business strategy

Managers are beginning to see a more important role for training and
development as a means to support a company’s business strategy.

Attracting and retaining talent: Retention is an important part of talent

management. Talented employees are looking for growth and career
path. Training and development are key to attracting and
retaining talented employees.

TRAINING AND THE

 HIGH-PERFORMANCE WORK
SYSTEM CHALLENGE

1. New and even changing technology presents the need to train

employees to effectively use the technology and ensure customer
satisfaction, often more sophisticated, cognitive skills than manual
skills.
- Technology nowadays is very dynamic and quickly change. To help
adapt the company to these advances, companies need to conduct
constant and proper training to employees.

2. Work teams involve

employees with various
skills who interact to
assemble a product or
provide a
service. Cross-training
involves developing in
employees all skills needed to
complete every task that a
work team is responsible for.

3. Virtual teams refer to

teams that are separated
by time, geographic
distance, culture, and/or organizational boundaries and that rely
almost exclusively on technology (email, internet, video conferencing)
to interact and complete their projects.

4. A number of factors have put companies and employees into a more

uncertain economic future as businesses continue to recover from
9/11 and dot-com bust in the early 2000s that triggered an economic
recession.

The implication of this economic period for training and development are
difficult to predict because at the same time that companies are struggling
with economic issues they need to attract, retain, and develop talented
employees to remain competitive.

COMPETENCIES AND POSITIONS OF

 TRAINING PROFESSIONALS

 Analysis/assessment roles include researcher, needs

analyst and evaluator and require an understanding of the
industry and the organization.

 Developmental roles include program designer, materials

developers and evaluator, and require an understanding of
adult learning and skills in feedback and writing.
- We have established the importance of training in every company. Thus,
for a training to be successful and useful. One has to have competent
training professionals that satisfies these roles: First, is the Analysis or
Assessment Roles. Training professionals assuming these roles should
have a good understanding not only of their organization but the whole
industry their organization is a part of. Those fit for these roles are
researchers, needs analyst and evaluators.

CHAPTER 9
 TRADITIONAL
TRAINING METHOD

Instruction to learner:
 Read the content materials

 Participate in discussion by answering

 the end topic question.

 Complete Activity as your seatwork,

 assignment, self-reflection, self-study,
 research activity and
 assessment/evaluative task.

Intended Learning Objectives:

At the end of module, you will be able to:

1. Discuss the strengths and weaknesses of presentational, hands-on, and

group building training methods.
2. Provide recommendations for effective on-the-job training.
3. Develop a case study.
4. Develop a self-directed learning module.
5. Discuss the key components of behavior modeling training.

Lecture Content:

I. Introduction

A. Various types of instructional methods are listed including: classroom,

video, role play, case study, various types of computer-based Training,
adventure learning, games, and virtual reality.

Presentation Methods

1. Presentation methods are those means of training delivery in which

trainees are the passive recipients of information, such as facts or
information about processes or problem-solving methods.

2. A lecture is the method of training delivery involving a trainer verbally

communicating the material, the trainees are to learn.
 3. Lecture is relatively inexpensive, and an efficient way to cover a large
amount of information and/or to a large group.

1. Conducting a job analysis to identify the tasks that need to be covered.

2. Writing trainee-centered learning objectives related to the tasks that
indicate what information is important, what actions the
trainee should take and what the trainee should master.
3. Developing the content for the learning packet based on the trainee-
centered learning objectives.
4. Breaking the content into smaller pieces or chunks, each chunk beginning
with the objectives that will be covered, involving an
opportunity to practice, and a means for trainees to evaluate their
learning.
5. Developing an evaluation package, including means of evaluating oneself
as well as the learning package.
6. Questions should be developed that address whether trainees have met
the objectives and whether the material was user
friendly, up-to-date, and appropriate for the objectives.

Apprenticeship is a work-study type training method involving both on-

the-job training and classroom and typically sponsored
either by the company or by the union. A registered apprenticeship must
involve at least 144 hours of classroom instruction and
2000 hours (one year) of on-the-job experience.

A. Advantages of apprenticeships include the fact that learners are paid

while they learn, with wages typically
increasing as their skills do; the effective combination of learning
principles in the classroom and having the opportunity to practice
what they've learned on the job; and that they typically result in fulltime
employment for trainees.

B. The disadvantages of apprenticeships include the historically restricted

access to apprenticeship programs for women and minorities; the lack of
guarantee that employment will follow completion of the
program; and the somewhat narrow skill focus of current apprenticeships
(i.e., one craft or trade).
- Advantages:
Paid training with wage increases based on skill development.
Combination ng classroom learning mo and ung on-the-job practice or OJT mo.
At magkakaroon ka ng High potential for full-time employment after completion.

Disadvantages:
Historically limited access for women and minorities.
No guarantee of employment after completion.
And Narrow skill focus.

The disadvantages of OJT include that it is typically unstructured and, therefore,

managers and peers may not use the same process to complete the same task;
bad habits may be passed on; demonstration may be flawed and the
opportunities for practice and feedback not provided--all resulting in poorly
trained employees. OJT must, therefore, be structured to be effective.
Successful OJT incorporates the principles of social learning theory and involves
the following:

A policy statement describing the purpose of the OJT and emphasizing the
company‘ s support of it.

1. A clear specification of who is accountable for conducting OJT (i.e., it should

be listed in the appropriate job descriptions and incorporated into performance
evaluations)
2. A thorough review of OJT practices (program content, types of jobs, length of
program, cost savings) at other companies in similar industries
3. Training managers and peers the principles of structured OJT
4. Availability of lesson plans, checklists, procedure manuals, training manuals,
learning contracts, etc., for use with structured OJT
5. Evaluation of employees' basic skill levels prior to OJT so that the appropriate
approach can be taken.

Self-directed learning is an approach to training that places responsibility for

learning on the employee/learner, e.g., when the learning will take place and with
whom. Training content is pre-determined, but trainees can learn the content at
their own pace and in their own way. A trainer should be available to answer
questions and facilitate the learning process as needed.

A. The advantages of self-directed learning include the flexibility for trainees to

learn at their own pace and to receive feedback about their learning; it requires
fewer training staff, reduces the costs of facilities and travel; it allows for constant
access to training materials; and makes multiple-site training more realistic.
B. The potential disadvantages of self-directed learning include the responsibility
it places on trainees, requiring them to be willing, able, and motivated to learn on
their own. This may not be comfortable for many
employees. It also tends to have higher development costs in terms of time and
money. Steps to effective self-directed learning
include:

- A training approach where learners take responsibility for their

learning, including timing and method.
 Advantages:

o Flexibility for learners to set their own pace and receive feedback.
o Requires fewer training staff, reducing costs.
o Allows for constant access to training materials.
o Makes multiple-site training more feasible.

Disadvantages:

o Places responsibility on learners, requiring willingness, ability, and

motivation.
o May not be comfortable for all employees.
o Higher development costs in terms of time and money.

A. simulation is a training method that represents a real-life situation; with

trainees' decisions resulting in outcomes that mirror
what would happen if they were on the job.

A. Advantages of simulation include allowing trainees to learn production a

process skills first hand without being engaged in the
actual flow of production and without the fear of making a mistake in the
actual work environment; and

allowing for the observation and evaluation of trainees' performance

followed by feedback.

B. Simulators need to have high fidelity to the work situation, i.e., they need
to have identical elements to those on the job; they are expensive to
develop and require continuous maintenance and updating.

-Simulations are valuable training tools that can provide hands-on experience
and facilitate learning in a controlled setting.

A case study is a description about how employees or an organization dealt with

a difficult situation. Trainees are required to analyze and critique the actions
taken, indicating the appropriate actions and suggesting what might have been
done differently. This approach assumes that employees will learn through this
process of discovery.
-case study is a training approach that involves presenting trainees with real-
world scenarios and asking them to analyze and critique the actions taken. And
to help a developing higher-order intellectual skills, such as analysis, synthesis,
and evaluation. It also encourages high trainee participation and helps them to
take risks in uncertain situations.
The cases are usually appropriate for developing higher-order intellectual skills
such as analysis, synthesis and evaluation, which are needed by managers and
many other professionals; they help trainees to take risks given uncertain
outcomes; and they require high trainee participation.
Learners must be willing and able to analyze cases and have the ability to
communicate their recommendations, so the method requires prior skill in these
areas.

The effective process for case development includes:

A. Identifying a story.
B. Gathering information about the scenario.
C. Preparing a story outline
D. Creating and fine tuning the administrative issues. Preparing case materials.

4. Existing cases have the advantage of being already prepared, but may not
actually relate to the specific company or work
situation.

Behavior modeling is a hands-on method that involves presenting to trainees

a model demonstrating the appropriate key behaviors for the trainees to attempt
to replicate through practice. It is based on social learning theory, which suggests
that learning occurs by observing a model and seeing the model reinforced.
Vicarious reinforcement occurs when a trainee sees a model being
reinforced for using certain behaviors.
-To teach skills and behaviors, especially interpersonal and computer skills.
To replicate appropriate key behaviors through practice.

1. Behavior modeling is appropriate for learning skills and behaviors and is very
effective for teaching interpersonal and computer skills. Developing behavior
modeling training involves determining what tasks need to be addressed and
what key behaviors are necessary to complete the task.

2. A key behavior is one of a set of behaviors that are needed to perform a

task. Key behaviors are not exact behaviors, but rather general behaviors that
are useful across situations.

The modeling display provides the key behaviors that trainees will practice to
develop the behaviors. It is typically done through videotape or computer
displays. Effective modeling displays include: a.

1. Clear presentation of the key behaviors.

2. A model that is credible to trainees.
3. An overview of the key behaviors.
4. Repetition of each key behavior.
5. A review of the key behaviors.
6. Models using the key behaviors both positively and negatively (make it clear
which is which).

The most effective practice sessions allow trainees to practice key behaviors
multiple times risk-free with other trainees who
understand the company and the job along with feedback from peers and the
trainer. Practice sessions may also be videotaped to
allow trainees to observe themselves.
Business games require trainee to actively gather information, analyze the
information, and make decisions, typically for the purpose of developing
managerial skills. The games should reflect all aspects of management practice,
including labor relations, marketing, and finance. a.

1. Advantages of business games in the participative of the method; and the

extent to which it mirrors actual managerial task
2. Disadvantages include the time-intensive development that may be required;
and the fact that the competition of the game itself may overshadow learning
objectives.
-Advantages:
Highly participative and engaging for trainees.
Mirrors actual managerial tasks and decision-making processes.
Encourages teamwork and collaboration.
Provides opportunities for practice and feedback.
Disadvantages:
Can be time-consuming to develop and implement.
Competition may overshadow learning objectives.
May not perfectly replicate all aspects of real-world business environments.

Role plays are a training method that requires the trainees to act out characters
and based on situations with which they have been provided.

A. Role play differs from simulation in that role plays provide limited
information regarding the situation, which simulation is more detailed.
Further, role play focuses on "soft skills” or interpersonal skills while
simulation typically focuses on "hard skills" or technical skills. Simulation
requires procedural responses on the part of the trainee; role play
requires mental and emotional reactions to other trainees.

A. To be effective, it is critical that role plays be preceded by an explanation

of the purpose of the activity; clear instructions need to be given;

monitoring and feedback from the facilitator are needed; and

debriefing, or helping trainees to understand the experience, is critical.
Application planning is the process for preparing trainees to transfer the key
behaviors back to the job. It involves the trainee preparing a written document
specifying situations in which they should use the key behaviors and, perhaps,
trainer follow-up.
-Application planning involves helping trainees transfer key behaviors to their
jobs, while group building methods focus on improving team effectiveness.
Experiential learning training programs often incorporate four stages: gaining
conceptual knowledge, participating in simulations, analyzing the activity, and
connecting theory to real-life. By combining application planning and group
building methods, organizations can enhance knowledge transfer and improve
teamwork

Group Building Methods are those designed to improve work team or group
effectiveness. They involve trainees sharing ideas
and experiences, building group identity, generating an understanding of
interpersonal dynamics, and getting to know the
strengths and weaknesses of themselves and their teammates.

Group building methods often involve experiential learning. Experiential

learning training programs have four stages:

Gain conceptual knowledge and theory.

Take part in a behavioral simulation.
Analyze the activity.
Connect the theory and activity with on-the-job or real-life situations.

Adventure learning, also known as outdoor training or wilderness training, is a

training delivery method aimed at developing teamwork, leadership skills, self-
awareness, and problem solving and conflict management skills, through
structured outdoor (or "Mock outdoor”) activities. The activities range from highly
strenuous and challenging ones, such as dog sledding or mountain climbing, to
less physically challenging ones, such as rope courses, trust falls, and even
simulated high-level activities.
-Adventure learning is a training method that uses outdoor activities to develop
teamwork, leadership, self-awareness, and problem-solving skills. It involves
activities ranging from physically demanding too less challenging. While it offers
unique advantages like building relationships and creating a strong emotional
experience, it also has disadvantages such as physical risks, potential legal
liabilities, high costs, and uncertainty about whether learning transfers to the
workplace.

A. To be successful, adventure learning exercises must be related to the skill

objectives of the training. After exercises, the facilitator should lead a discussion
about what was learned.

B. Advantages of adventure learning include allowing trainees to interact and

build relationships with coworkers in a situation not governed by formal business
rules; that trainees share a strong emotional experience which may open them to
change; that the exercises can serve as “metaphors” for organizational events
and behaviors; and the exercises can be highly self-enlightening, invigorating
and self-esteem enhancing.

Disadvantages include the highly physically demanding and risky nature of many
adventure learning activities; the company' s risk
for negligence claims due to personal injury, emotional distress or invasion of
privacy; the high cost of such activities; and the lack
of evidence that transfer of what is learned occurs.

Team training involves coordinating the performance (i.e., knowledge,

attitudes, and behaviors) of employees who work interdependently to achieve
common goals (see Figure 7-3, p. 254). It typically involves multiple methods of
delivery, such as lecture, video, role plays and simulations.

The three major components of team training are: The behavioral component of
team training involves facilitating effective communication, coordination,
adaptability, and complex task completion to accomplish the team's objectives.
The knowledge component develops mental models allowing team members to
perform effectively in unanticipated situations.

The attitude component focuses on team members' beliefs about the task and
each other, team morale, cohesion and identity.

The main elements of the structure of team training (Include the tools to be
incorporated into the training delivery and the methods of delivery. Together the
tools and methods result in strategies for meeting training.
-Team training is a training approach that aims to improve the performance of
interdependent employees working together to achieve common goals. And its
focuses on three key components: behavioral, knowledge, and attitude. The
behavioral component focuses on effective communication, coordination,
adaptability, and task completion. The knowledge component develops mental
models for handling unexpected situations. The attitude component focuses on
team members' beliefs, morale, cohesion, and identity.