Effective Training: Strategies, Systems and Practices, 2nd Edition
Chapter Five
Training Design
Chapter 5 2
Session Overview Identify and describe organizational
constraints to training Determine the time required to prepare
a training program List and describe the costs associated
with a training program Describe the purpose of a
learning/training objective Understand the components within a
learning objective
Chapter 5 3
Training Design PhaseInput Process Output
Training
Needs
Organizational
Constraints
LearningTheory
Develop
Training
Objectives
Determine factors that facilitate
learning & transfer
Identify alternativemethod ofinstruction
Chapter 6
Evaluation
objectivesChapter 8
Chapter 5 4
Organizational Constraints (1 of 3)
Constraints Suggestion for How to Handle
1. Need high level of stimulation1 because:
Law (fire drills)
Task critical to the job (police
firing gun)
Mistakes costly (airline pilot)
Incorporate a longer lead time to
prepare simulations/role plays.
Purchase Simulators.
2. Trainees vary in amounts of
experienceConsider modularization.
3. Trainees have large differences in ability levels
Use programmed instruction. Have high level of trainer/trainee interaction.
Chapter 5 5
Organizational Constraints (2 of 3)
Constraints Suggestion for How to Handle
6. Short lead time Use external consultant or training package.
5. Long lag between end of training and use of the skill on the job
Distribute practice through the lag. Provide refresher material and/or models for employees to follow.
Consider different training programs; may be negative transfer for employees but not for new hires.
4. Mix of employees and new hires trained on a new procedure
Chapter 5 6
Organizational Constraints (3 of 3)
Constraints Suggestion for How to Handle
7. Bias against a type of training (role play, etc.)
Develop proof of effectiveness into the training package.
Use another method.
8. Few trainees available at any one time
Use programmed instruction.
9. Small organization with limited funds
Hire consultant/purchase training.
Join consortium.
Chapter 5 7
Preparing a Training Program
When estimating the time required to prepare training, the three main types of questions: Who What How
Chapter 5 8
Determining time required to prepare training (1 of 4)
Variables Level Of Effort For Design
Low Medium High
Who
2. Designer knowledge of subject matter
extensive knowledge
some knowledge no knowledge
1. Designer knowledge and skills related to instructional design
extensive knowledge and skills
Moderate
knowledge and skills
minimal knowledge and skills
3. Size and complexity of the target training group
small, homogeneous
medium size, moderately complex
large, complex
4. Designer’s and client’s track record for sticking to plans
always stick sometimes stick never stick
Chapter 5 9
Determining time required to prepare training (2 of 4)
Variables Level Of Effort For Design
Low Medium High
What
6. Elements included in the training materials
trainee manual only
instructor and participant manuals
instructor and participant manuals, overheads, job aids
5. the number of instruction modules
few (5 modules) several (8 modules) many (12 modules)
7. client’s or organization’s expectations regarding packaging
minimal (produced in-
house)
modest (desktop publishing)
extensive (professionally
produced)
8. what is considered final product
first draft by designer, client does rest
designer completes up to the
pilot
designer completes all drafts, finalizes after pilot
Chapter 5 10
Determining time required to prepare training (3 of 4)
Variables Level Of Effort For Design
Low Medium High
How
10. designer’s
interaction with the client
deals directly with top decision maker
deals with more than one level of decision makers
deals with a complex labor-management
committee
9. data collection a focus group made up of a few well-informed people
a focus group and a few interviews
several focus groups and several interviews
11. client’s level of involvement
approves general direction and final
draft
reviews and approves key
materials
reviews and approves all materials
12. Amount of
interactivity
minimal moderate extensive
Chapter 5 11
Determining time required to prepare training (4 of 4)
Effort
Low Medium High
Totals –––– x 1 = –––– –––– x 2 = –––– –––– x 3 = ––––
Add the weighted totals from the high, medium and low columns to get an estimate of the number of days it will take to develop one day of instructor-led training
Chapter 5 12
Proposal for developing a one day workshop on Effective Communication
Action Time Rate Total
Prepare
Interview relevant employees to determine issues and context to develop training
1 day $1,000 $1,000
Develop objectives and plan for developing training. Includes identifying appropriate instructional methods and developing evaluation objectives
2.5 days $1,000 $2,500
Develop training materials based on objectives
8 days $1,000 $8,000
Develop usual aids and evaluation material 2.5 days $1,000 $2,500Miscellaneous $1,400
TOTAL $15,400
Chapter 5 13
Types of Costs in Training Programs (1 of 2)
Development Costs (costs related to the development of the training program; TNA, piloting of the training, materials used to design the program, etc..)
Direct Costs (costs directly attributed to the delivery of the training; trainer compensation, facilities, materials, etc)
Indirect Costs (cost incurred even if training were cancelled: preparation, marketing, administrative, & clerical support)
Chapter 5 14
Types of Costs in Training Programs (2 of 2)
Overhead Costs (costs associated with purchase and maintenance of training equipment and training facilities)
Participant Compensation (costs associated with trainees salary and benefits)
Evaluation Costs (costs associated with evaluating the training; assessment tools, etc…)
Chapter 5 15
Example of Training Costs for Grievance Reduction Training (1 of 2)
Developmental Costs
1. 20 days of director’s time at $50,000 per year
2. 5 days of trainer’s time at $30,000 per year
3. Materials
$4,000
$ 600
$1,000
Direct Costs
1. 5 days of trainer’s time at $30,000 per year
2. Training facility rental 5 days at $150 per day
3. Materials and equipment
4. Coffee, juice, and muffins
$ 600
$ 750
$2,000
$ 600
Chapter 5 16
Example of Training Costs for Grievance Reduction Training (2 of 2)
Participant Compensation
1. 30 supervisors attending 5-day workshop
(Average $35,000 / yr.)
$21,000
Evaluation Costs
1. 6 days of evaluator’s time at $30,000 per year
2. Materials
$ 720
$ 800
Total Training Costs $32,310
Indirect Costs
1. 1 day trainer preparation
2. 3 days administrative preparation at 20,000 per year
$ 120
$ 120
Chapter 5 17
Developing Objectives
Fundamental Rules: Must be measurable and observable Articulates the goal(s) of training Communicates the intent to trainee Provides a means for evaluation Assists in the selection of materials
Chapter 5 18
Developing Objectives
A good objective has threecomponents:1. Desired outcome – type of behavior2. Condition – where, when and/or what
tools will be used 3. Standards – the criteria that will be
used to judge the adequacy of the behavior. (minimal acceptable level; speed, accuracy, or quality)
Chapter 5 19
Example 1: Learning Objective
Condition – “Using a drop wire, bushing and connectors, but without the use of a manual”
Behavior – “the trainee will splice a drop wire”
Standard – “according to the standard set in the manual”
Chapter 5 20
Example 2: Learning Objective Condition – “Using a standard
climbing harness and spikes”
Behavior – “the trainee will climb a standard telephone pole”
Standard – “within 5 minutes, following all safety procedures”
Chapter 5 21
Learning Objectives Improved (1 of 2)
Before
Upon completion of training the trainee:
After
Upon completion of training the trainee:
Will be able to apply theories of motivation to different situations
After reading a scenario of an unmotivated student, and without the use of any outside material, identify orally to the class what you would do to motivate the student, and explain which theory you used and why. Trainee must identify at least 3 motivators and tie to correct theory. Must be correct on 4 of the 5 scenarios
Chapter 5 22
Learning Objectives Improved (2 of 2)
Before
Upon completion of training the trainee:
After
Upon completion of training the trainee:
Will understand what is needed to have an effective team
Will have knowledge of three types of active listening, and be able to use the appropriate one in a particular situation
When asked, correctly identify to the trainer 5 things that are necessary to have an effective team.
In a role play, appropriately respond to an angry comment using one of the active listening types, then correctly explain to the class which was used and why.
Top Related