T&D
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Transcript of T&D
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HRD THRO TRAINING AND DEVELOPMENT
UNIT IVUNIT IV
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Learning
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Theories
AssociationsAssociations ContiguityContiguity Law of effectLaw of effect PracticePractice
Instructional PsychologyInstructional Psychology
Cognitive PsychologyCognitive Psychology
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Factors
Learners CharacteristicsLearners CharacteristicsLearning ability-BMWLearning ability-BMWPersonality and attitudePersonality and attitude
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Factors
Learning designLearning designConditions of practiceConditions of practice Active practiceActive practiceMassed Vs spaced practiceMassed Vs spaced practiceWhole Vs part learningWhole Vs part learningOver learningOver learningKnowledge of results/feedbackKnowledge of results/feedback
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Factors
RetentionRetentionMeaningfulness Meaningfulness Degree of original learningDegree of original learning interferenceinterference
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Transfer of learning
Positive transfer Positive transfer Zero transferZero transfer Negative transferNegative transfer Near transferNear transfer Far transferFar transfer
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Training and Development (T&D)
Human Resource Development – Major HRM function consisting not only of T&D, but also individual career planning and development activities and performance appraisal
Training and Development – Heart of a continuous effort designed to improve employee competency and organizational performance
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Training and Development (T&D)
Training - Designed to provide learners with the knowledge and skills needed for their present jobs
Development - Involves learning that goes beyond today's job – more long-term focus
Learning Organization – firms that recognize critical importance of continuous performance-related training and development an take appropriate action
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Factors Influencing T&D
Top management support Commitment from specialists and
generalists Technological advances Organizational complexity
Learning principles Other human resource functions
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The Training and Development Process
Consider External and Internal Environment
Determine T&D needs
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The Training and Development (T&D) ProcessExternal EnvironmentInternal Environment
Determine T&D Needs
Establish Specific Objectives
Select T&D Method(s)
Implement T&D Programs
Evaluate T&D Programs
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Determining Training and Development Needs
In order to compete effectively, firms must keep employees well trained.
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Establishing Training and Development Objectives
Desired end results
Clear and concise objectives must be formulated
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T&D Methods Classroom Programs Mentoring Coaching Reverse Mentoring Case Study Videotapes Role Playing Apprenticeship Training Vestibule Training Simulations
Business Games In-Basket Training Distance Learning and
Videoconferencing Computer-based Training Virtual Reality E-learning On-the-Job Training Job Rotation Internships
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Classroom Programs
Continue to be effective for many types of employee training
May incorporate some of other methods
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Mentoring Approach to advising, coaching, and
nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development
Mentor may be located elsewhere in organization or in another firm
Relationship may be formal or informal
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Coaching
Often considered responsibility of immediate boss
Provides assistance much as a mentor
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Reverse Mentoring
Process where the older employees learn from the younger ones.
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Case Study Trainees solve
simulated business problems
Individuals study information in case and make decisions
Used in classroom with instructor who serves as facilitator
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Videotapes
Especially appealing to small businesses
Behavior modeling utilizes videotapes to illustrate effective interpersonal skills and how managers function in various situations
Used to train supervisors
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Role Playing Respond to specific problems they may
actually encounter in jobs Used to teach such skills as:
interviewing
grievance handling
performance appraisal reviews conference leadership
team problem solving communication
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Apprenticeship Training
Combines classroom instruction with on-the-job training
Traditionally used in craft jobs
Apprentice earns less than the master craftsperson who is the instructor
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Vestibule Training
Takes place away from production area Uses equipment closely resembling
equipment actually used on the job Removes employee from pressure of
having to produce while learning Emphasis on learning skills required by
the job
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Simulations
Training devices that model the real world or programs replicating tasks away from the job site
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Business Games
Simulations (computer-based or non-computer-based) which attempt to duplicate selected factors in particular business situations, which participants manipulate
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In-Basket Training
Participants asked to establish priorities, then handle business papers, e-mails, and telephone messages that would typically cross a manager’s desk
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Distance Learning and Videoconferencing
Interactive training Used to:
increase access to training
ensure consistency of instruction
reduce cost of delivering T&D programs
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Computer-Based Training
Takes advantage of computer speed, memory, and data manipulation
Greater flexibility of instruction
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Virtual Reality
Unique computer-based approach
Permits trainees to view objects from a perspective otherwise
impractical or impossible
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E-Learning
Umbrella term
describing online
instruction
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On-the-Job Training
Informal approach that permits employee to learn job tasks by actually performing them
Most commonly used T&D method No problem transferring what has
been learned to the task
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Job Rotation
Employees move from one job to another to broaden experience
Helps new employees understand variety of jobs
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Internships
Training approach where university students divide their time between attending classes and working for an organization
Excellent means of viewing potential permanent employee at work
Students are enabled to integrate theory with practice
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Corporate Universities
Focus on creating organizational change
Proactive and strategic Growth attributed to
universities’ flexibility Permits students to learn
on their own time
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Community Colleges
Publicly funded higher education establishments that provide vocational training and associate degree programs
Rapid technological changes and corporate restructuring have created new demand for community college training resources
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Management Development
All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions
Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in a dynamic environment
Requires personal commitment of individual manager
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Reasons to Conduct Management Training Outside of the Company
An outside perspective New viewpoints Possibility of taking
executives out of work environment
Exposure to faculty experts and research
Broader vision
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How Computer-Delivered Training Breaks Down
Self-Paced Web Courses 48%CD-ROM/DVD/Diskette
41%
Via Computer By Other
Means 11%
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Reasons to Conduct Management Training Inside of the Company
Training more specific to needs
Lower costs Less time Consistent, relevant
material More control of content and
faculty
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Training Delivered by Outside Sources and Inside Staff
Traditional Training Programs
Technology-Based Training Programs
72%63%
28% 37%
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Delivered by Outside Sources
Delivered by Inside Staff
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Special Training Areas Telecommuter – permit manager and
employee to define job responsibilities and set goals and expectations
Diversity – develop sensitivity to create more harmonious working environment
Ethics – develop corporate culture that rewards ethical behavior
Conflict Resolution – communication skills needed to resolve gridlock
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Special Training Areas
English as a Second Language – help employees in way that validates them and optimizes personal relationships
Teamwork – how to work in groups Empowerment – how to make
decisions and accept responsibility Remedial – basic literacy and
mathematics skills
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Implementing Training & Development Programs
Often difficult Many managers are action-oriented Feel they are too busy to engage in T&D
efforts Qualified trainers must be available Requires a high degree of creativity
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Evaluating Training & Development programs
Ask participant’s opinions Determine extent of learning Will training change behavior? Have T&D objectives been accomplished? Benchmarking Evaluation difficult, but necessary