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T6: Training (Ch7) (Reasons for training - 'pressure points' (p…

- - - - Compliance: paperwork and understanding policies/rules/regulations
      - Clarification: understand job and performance expectations
      - Culture: understanding company history, traditions, values, norms, mission
      - Connection: understand and develop working and interpersonal relations
  - - - Repatriation phase (avoiding re-entry shock)
      - Pre-departure phase
        
        Family / life needs
        
        Career pathway
        
        Cultural norms
        
        Language
      - On-site phase
    - - Family support and supported
      - Well prepared for cultural aspects
      - Personality traits: agreeable/extroverted/conscientious
    - - interaction - how much interaction with locals
      - job novelty - how different from current role
      - Cultural novelty - how different it is from the expat
- - - - Self-management strategies
        
        Persevere against relapses in behaviour
        
        Ask for feedback when needed
        
        Create intrinsic motivation / reward
        
        Identify barriers
        
        Set goals
      - Peer support
      - Opportunities to use learned capabilities
        
        Work envrironment
        
        Trainee motivation
      - Climate for transfer
      - Technological support (e.g. XeroTV/XeroU)
      - Manager support
        
        Support attending training and emphasise importance
        
        Provide opportunities to use training content
        
        Create an 'Action Plan' with an employee
        
        what training content will be used and how?
        
        strategies for reaching goals and resources needed
        
        planned feedback
        
        expected outcome - what will be different?
    - - Presentational methods
        
        distance learning
        
        audio-visual techniques
        
        classroom instruction
      - Hands-on method (pp.285-293)
        
        self-directed learning
        
        apprenticeships
        
        on-the-job training (OJT) - key principles on p.286
        
        simulations
        
        business games and case studies
        
        behaviour modelling (best for interpersonal skills)
        
        interactive video
        
        e-learning (e.g. MOOCs)
      - Group-building methods (p.293)
        
        team training
        
        Pit crew U example for United Airlines
        
        Cross-training - making sure people are trained in others team members jobs so they can step in if needed
        
        Coordination training - to maximise efficiencies in decision making and sharing information
        
        Team leader training
        
        action learning - using an actual task or project as the vehicle for learning
        
        outcomes
        
        organisational outcomes
        
        personal learning
        
        components
        
        treating each other as peers
        
        reflecting on both the task and the process
        
        providing a supportive challenge
        
        experiential programmes
        
        action learning
        
        DaVita prosthetic hand example
      - How to choose? - things to consider
        
        Consider the trainees - generationally
        
        Is it for a group = group method
        
        Geographically / culturally dispersed?
        
        Consider budget and time
        
        Business Strategy implications
    - - Practice
      - Feedback
      - Meaningful material
      - Observation of others
      - Identification of learning objectives and training outcomes
      - Administering and coordinating programme
      - 'Communities of Learning'
    - - Cognitive outcomes
      - Skill-based outcomes
      - Affective outcomes
      - Return on investment / cost-benefit analysis (steps/eg for ROI listed on pp.299-300)
      - Results
    - - 'Motivation to learn' (p.275) (Attitudes and motivation)
        
        Increases results of...
        
        skill acquisition
        
        knowledge gain
        
        behaviour change
        
        How managers can increase... (p.276)
        
        self-efficacy
        
        understanding benefits of training
        
        being aware of training needs, career interests and goals
        
        understanding work environment characteristics
        
        ensuring employees basic skill levels
      - Basic skills
    - - Task analysis (what needs to be taught)
      - Person analysis (who needs training - If poor performance is a factor, will training actually help?)
      - Organisational analysis (context)
        
        Does training fit strategic objectives?
        
        Resource allocation
        
        Time
        
        Skills to train - internal/external
        
        Budget
        
        Support of managers/peers for training - this is key to the trainee feeling confident to apply training to their job.
    - - Steps can overlap
      - Feedback from any stage useful for other stages
      - Must be systematic to be fully effective