TRAINING DESIGN

PHASES
• Phase I : Saily Jagtap
– Constraints in Design of Training
– Training Objectives
• Phase II : Riti Saxena
– Learning Objectives : Purpose & Benefits
– Expectancy Theory
• Phase III: Abhishek Mishra
– Social Learning Theory
– Transfer of Training
• Phase IV : Sumeet Dey
– Gagne – Briggs Theory and its Relation with other Theories
– Designing a Training Session
• Phase V : Cdr Tickoo
– Advantages of a Small Business Considering Transfer of Training
– Summary



 DESIGN PHASE

INPUT
PROCESS OUTPUT

Learning Theory

Determine factors that facilitate learnin

Develop

Training Identify alternative method of inst

Needs Training Chapter 6 &7

Objectives
Evaluation Objectives
Chapter 9

Organizational Constraints
 Constraints
•
•
• Organizational/Environmental Constraints
• Trainee Population
•
 Organisational/Environmental
Constraints


• TNA : Strategic Planning to determine who gets

how much and what kind of training
• Technological Sophistication
• Law
• Budgeting for Training
•
 Budgeting for Training
• Perspective of HRD department that
charges its customers for the
services that HRD provides
• Initial estimates depends on the TNA
• Estimate time for development of
training design : Brookbent Method
..\Training Design.docx
• Further Breakdown of Costs
..\Effective Comn.docx
•

 Trainee Population


•
• Different Levels of KSAs
• Negative Feeling
 Training Objectives
Trainee Reaction Objectives Describes the desired attitudinal and
subjective evaluations of training by
Learning Objectives the traineethe type of behavior that will
Describes
demonstrate the learning, the
conditions under which the behavior
must occur, and the criteria that will
signify that a sufficient level of
Transfer of Training Describes
training hastheoccurred
job behaviors that will be
Objectives effected by training, the conditions
under which those behaviors must
occur, and the criteria that will signify
that a sufficient transfer of learning
Organizational Outcome Describes the to
from training organizational outcomes
the job has occurred
Objectives that will be affected by the transfer of
learning to the job and the criteria that
will signify that organizational
outcome objectives were achieved
 Identifying Objectives


• Identification of Performance Deficiencies : The result of integrating

the organization, job, and person analysis


• Good Objective Components:

– Desired Outcomes : What should be expected to occur


– Conditions : Under what conditions is the outcome expected

to occur.


– Standards: What criteria signify that the outcome is

acceptable


• Attitudes
 

 PHASE II

 Why use Training
Objectives?
 Concerns regarding the use of
objectives:


• Waste of valuable time,

• Inhibited flexibility,
• Focus moved from other areas,
• Unrealistic for management training
and other soft areas of training, and
• Not practical in today’s workplace.

 Importance of training
objectives


• Trainee,
– Reduce anxiety related to the unknown
– Focus attention, and
– Increase the likelihood that the trainees
will be successful in training.


• Designer of training,
– Training methods and content can be
checked against the objectives to
ensure consistency.
– Result in the development of better
lesson plans.
 

• Trainer,
– Help to determine the trainees
progress and make required
adjustments.
– Keep the trainer focused.


• Evaluator of training,
– Assess whether the stated outcomes
and standards are met.
 Factors Determining Human
Performance


 Performance


 Motivation Knowledge
Environment Skills, and
 Attitude


 (P = M * KSA * E)
 Facilitation of Learning: Focus
on the Trainee



• Individual Differences in KSAs
– Trainees readiness for training.
– Training design adjusted to address differences.

–
 • Implications from Conditioning
Reinforcement (The Environment)


– Classical Conditioning
• Create situations that are pleasant

•
– Operant Conditioning
 Give positive reinforcement


– Goal Setting
– Goal Orientation
