CHAPTER 7: TRAINING EMPLOYEES (Instructional Design (Implementing the…
CHAPTER 7: TRAINING EMPLOYEES
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.
An effective training program is designed to teach skills and behaviors that will help the organization achieve its goals.
A process of systematically developing training to meet specified needs.
Process of evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary.
process of determining individuals’ needs and readiness for training by answering three questions
process of identifying and analyzing tasks to be trained.
process for determining appropriateness of training by evaluating characteristics of the organization.
Readiness for Training
a combination of employee characteristics and positive work environment that permit training.
Necessary employee characteristics
Favorable attitudes toward training
Motivation to learn
Ability to learn subject matter
Planning the Training Program
Conditions under which the employee is to apply what he or she learned.
Measurable performance standards.
Quality or level of acceptable performance
Resources needed to carry out desired performance or outcome.
E-learning: involves receiving training via Internet or Intranet.
Electronic Performance Support Systems (EPSS): provide access to skills training, information, and expert advice when a problem occurs on the job.
Provide employees access to lesson plans, checklists, procedure manuals, training manuals, learning contracts, and progress report forms.
Assess employee’s level of basic skills, before conducting OJT with an employee.
Training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would occur on the job.
Business Games & Case Studies
Case studies - detailed descriptions of a situation that trainees study and discuss
Business games require trainees to gather and analyze information and make decisions that influence the outcome.
Participants learn concepts and apply them by simulating behaviors involved and analyzing the activity and connecting it with real-life situations
Implementing the Training Program
Employees need a chance to demonstrate and practice what they have learned.
Trainees need to understand whether or not they are succeeding.
Employees are most likely to learn when training is linked to their current job experiences and tasks.
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.
The organization can formally provide peer support by establishing communities of practice — groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished.
Facts, techniques, and procedures that trainees can recall.
Skills that trainees can demonstrate.
Satisfaction with the training program.
Changes in attitude related to training content
Improvements in individual, group, or company performance
Applications of Training
Orientation of New Employees
To familiarize new employees with the organization’s rules, policies, and procedures.
Orientation - training designed to prepare employees to
learn about their organization
establish work relationships
perform their jobs effectively
Diversity Training Programs
Top management involvement and support, and involvement of managers at all levels are important.
The program should be
be well structured
deliver rewards for performance
emphasize learning behaviors and skills, not blaming employees
measure the success of the training
Training should be tied to business objectives