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Training (Common Barriers of learning (Fear of failure or looking foolish…
Training
Common Barriers of learning
Fear of failure or looking foolish and losing face
Unwillingness to expend the time and effort
Unclear goals and progress
Lack of relevancy- connection
Lack of a conducive learning environment
Negative prior experiences of learning
Lack of learner support and feedback
Lack of opportunities for learning transfer
Lack of relevance means lack of interest
How does learning impact someone
Model for learning and talent development Foot & Hook 2011
SMART objectives
Measurable
Achievable
Specific
Realistic
Clearly set out what you need to achieve, you can asses if you have fulfilled objectives well and have done it properly.
Timely
Impacts of assessing training needs
If an organisation does not know what its employees need then this can hinder the overall learning and development strategy of the organisation (Armstrong with Taylor, 2017)
“One of the main advantages of training and development was that it could enhance the skills base, equip workers with expertise and change the way that they work”
(Wilkinson, Redman and Dundon, 2017, p. 137)
Analysing training needs can be facile, the assumptions could be so generalised that the resulting learning process will be all things to everybody and nothing to anyone in particular (Armstrong with Taylor, 2017)
If you don't do asses the training needs then it will negatively impact the business in the long run.
Analysing the training gap (approaches). Beevers and Rae 2010
Set planned
Carry out some form of analysis to ensure basic skills & requirements met. Don’t look too deeply
Proactive
Needs are monitored as the business evolves. Ensures maintenance needs met as well as identifying emerging & future requirements. Every businesses hopes they are.
Reactive
Do nothing until something goes wrong, Follow the pack attitude. Lots of businesses are this, may be this because they don't have the resources available, e.g. small businesses
To stop complaints from customers. Is a performance management system. Ensures employees are delivering their best.
Training Needs Analysis
What is a training need
A gap between current capability and desired or required capability (Beevers and Rae, 2010). Person specification and job analysis helps set out goals.
Can be at the organisational, functional, or individual level (Armstrong with Taylor, 2017)
Capability relates to knowledge, skills and attitudes/behaviours (Wilton, 2016)
Not a training need
Systems problem
insufficient/inappropriate equipment & bureaucratic procedures
Staffing levels/workloads
not enough staff available to reach targets
Interpersonal conflict
team or management issues. May be a communication need- to look at what they are actually struggling with.
Where are you currently and where do you need to be.
What training they need to have in place in order to reach their goals. Will help improve the skills of the staff and keep up with developing technology.
Methods of assessing training training needs
Observation, discussion, feedback, questionnaires, testing, competitor benchmarking, job description, role or person specification, competency framework, industry Standards [eg. IiP], CIPD’s HR Profession Map,
Methods used will be influenced by individual, team and organisation needs, culture, cost, timing & availability.
Definition
Training
Short term, planned specific process
A planned, instructor-led, content-based intervention that leads to desired changes in behaviour or skills levels. “a planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance” (Bloisi, 2007)
Development
Examples include driving, learn after lessons
About growth, long term. You can't develop a skill until you know the skill you need to learn you need to learn and have lessons for it.
Longer-term or broader process of learning and training – acquiring skills or knowledge by a range of different means. “the growth or realisation of a person’s ability and potential through the provision of learning and educational experiences” (Armstrong with Taylor, 2017)
Learning
Self-directed process which leads to increased adaptive potential. ”Shown by a relatively permanent change in behaviour that occurs as a result of practice or experience” (Foot and Hook, 2005)
It is a permanent change in behaviour
Learning should be distinguished from training. Learning is the process by which a person constructs new knowledge, skills and capabilities, whereas training is one of several responses an organisation can undertake to promote learning (Armstrong with Taylor, 2017)
Importance of training
Equip workers to carry out tasks, monitor quality and manage complex products and services (Wilkinson, Redman and Dundon, 2017)
Developing employees is the key element in performance and therefore an essential aspect of HRM (Wilkinson, Redman and Dundon, 2017)
Encourage everyone to develop their skills and knowledge and undertake the opportunity to learn (Armstrong with Taylor, 2017)
Although it is seen as a very good thing it is difficult to demonstrate a casual link between training and development and organisational and economic performance as the pay-off may not be seen in the short-term (Torrington, Hall, Taylor and Atkinson, 2017)
Systematic Training Model, Wilton 2016
Design
Learning and development activities.
How to do it, focus on what you want to achieve.
Implement and deliver
Learning and development activities.
Actually doing the task, implementing it.
Identify Training needs
At individual team or organisational level
Identify needs, what to do you want to achieve
Monitor, Review and evaluate
Learning outcomes and L&D activity.
Analyse the needs again, did you fulfil them. Feedback
Learning Theorises. Individual learning needs
Cognitive learning theory
Gaining knowledge and understanding by absorbing information
Just because you are told something doesn't mean you understand it.
E.g. dolls experiment. Showed different videos on how to treat them. Then they reacted in the same way as the videos they were shown
Social learning theory
Learning requires social interaction (Bandura)
Learning from others, corporate norms you will adapt to them.
Reinforcement theory
Reinforcement used to condition response (Pavlov and Skinner)
Based on dogs, excited by word association e.g. walks. In businesses done through rewards, set out what you expect and reward that.
Experimental learning theory
Kolb’s experiential learning cycle and Honey and Mumford’s learning styles
Experimental learning- Kolb's theory
