MANA 3320 Lecture 7 Outline of Current Lecture I Assess the need for training II How to create employees readiness for training III Plan an effective training program IV Compare widely used training methods V Implement and evaluate a successful training program Current Lecture Training an organization s planned efforts to help employees acquire job related knowledge skills abilities and behaviors with the goal of applying these on the job Training can benefit the organization when it is linked to organizational needs and motivates employees Why is employee training important Hired employees rarely have perfect skills and abilities for the job Nature of today s business environment makes training important Rapid change requires that employees continually learn new skills Growing reliance on teamwork creates a demand for the ability to solve problems in teams an ability that often requires formal training Instructional Design a process of systematically developing training to meet specified needs These notes represent a detailed interpretation of the professor s lecture GradeBuddy is best used as a supplement to your own notes not as a substitute An effective training program is designed to teach skills and behaviors that will help the organization achieve its goals HR professionals approach training through instructional design Needs Assesment answers three questions 1 Organization analysis What is the context in which training will occur 2 Person analysis Who needs training 3 Task analysis What subjects should training cover Organization analysis looks at training needs in light of the organization s strategy resources available for training and management s support for training activities Person analysis involves answering three questions 1 Do performance deficiencies result from a lack of knowledge skill or ability 2 Who needs training 3 Are these employees ready for training Task analysis process of identifying and analyzing tasks to be trained Based on job analysis Identify needed KSAOs Readiness for training a combination of employee characteristics and positive work environment that permit training Necessary employee characteristics Ability to learn subject matter Favorable attitudes toward training Motivation to learn A positive work environment encourages learning and avoids interfering with training text Table 7 1 What managers should do to support training Discussion 2 1 What types of training have you experienced at work 2 With regard to one particular training experience What was effective and what was not effective How would you do it differently 3 What training would you like to have but was not offered On the Job Training The most common method used for training non managerial employees Examples apprenticeship internship job rotation Advantages Offers hands on learning experiences in the actual work situation High transferability of learning outcomes Contributing to productivity while be ing trained Disadvantages Mistakes made during training have real negative impacts on organization performance and a trainee s career Quality varies substantially by trainer Simulations An excellent training method when the information to be mastered is complex the equipment used on the job is expensive and or the cost of a wrong decision is high Examples Pilot training disaster response training Advantages Offers hands on learning experiences in an environment that is designed to mimic the real work situation High transferability of learning outcomes Trainees are not afraid of the impact of wrong decisions Disadvantage Can be expensive to design a simulator with elements that are identical to those found in the work environment Computer Based Training Computers are often used to provide training and can come in many types ranging from a CDROM to training over the Internet E learning Advantages Cost effective Provides for a high degree of transfer back to the job if a job requires extensive use of computers Allows trainees to learn at a comfortable pace Allows access to training materials from multiple places Disadvantages Learning outcomes depend on trainees computer skill levels May not easily transfer back to job when the real job situation involves important non computer related components e g social interaction Hence e learning is most effective when combined with other forms of training Team Training Cross Training helps employees to perform operations in areas other than their assigned job It makes current workers more versatile and can help to add variety to their jobs Normally this is done on the job by peer trainers who can be used to provide cross training Coordination Training is used to help teams become more effective The main types include content tasks group processes and training for virtual teams Content tasks training is focused on tasks that directly relate to a team s goals e g cost control or problem solving Group processes pertain to the way members function as a team e g how they behave toward one another or how they resolve conflicts Team Leader Training helps to develop the skills necessary for team leadership such as resolving conflicts coordinating activities Evaluation Methods Training Outcome New skills knowledge Information such as facts techniques and procedures that trainees can recall after training Skills that trainees can demonstrate in tests or on the job Performance improvement and return on investment Improvements in individual group or company performance Trainee and supervisor satisfaction with training program Evaluation Methods 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 Reasons for poor transfer of learning 1 The organization does not fully support the training activities in general 2 The employee s supervisor does not provide opportunities to apply new skills 3 Lack of transfer can also mean that employees have not learned the course material In this case the organization might offer a refresher course to give trainees more practice 4 Another reason for poor transfer of training is that the content of the training may not be important for the employee s job This likely results from poor training needs assessment