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Outline
Training & Development
Training Cycle Step 1: Needs Analysis (Needs Assessment) Step 2: Design & Develop Training Program Step 3: Deliver the Training Step 4: Training Evaluation
Examples for a bank teller: Training program in the banks new computer system used by tellers to process customers transactions
Training Cycle
Training Objectives
Needs Analysis
3 Levels of Needs Analysis: Organizational analysis: What are the training needs of the organization?
What training will support the organizations strategy? Example: Internal growth strategy (growth from new products or new markets) would be supported by training in: Creative thinking New product development Understanding & evaluating potential new markets Technical competence in jobs Example: What are the training needs for other strategies? Low-cost leadership, focused (niche) concentration, external growth (mergers & acquisitions), downsizing & divesting
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Needs Analysis
3 Levels of Needs Analysis (more): Organizational analysis (more)
What training will support the organizations culture, goals, & priorities? Some organizations emphasize training more than others Learning organization: use training linked to strategic goals as a source of competitive advantage
Features: Learning culture, valuing employees, flexibility & experimentation, continuous learning, critical thinking, knowledge generation & sharing
Needs Analysis
3 Levels of Needs Analysis (more): Job and task analysis: What are the training needs of each job in the organization?
Examine the job descriptions: What tasks & duties are performed by each job? For each task: Do new hires already know how to perform the task or will they have to be trained? (Helps to identify training needs) Can the task be learned on the job, or should it be taught off the job? (Helps to identify training methods)
Needs Analysis
3 Levels of Needs Analysis (more): Individual analysis: What are the training needs of each individual employee in the organization?
Examine each employees performance appraisal Do certain employees, or groups of employees, have job performance that might be improved by training that is costeffective?
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Needs Analysis
Training Objectives: levels of needs analysis to
Make the training objectives specific, concrete, & measurable Example for a bank teller training program in detecting counterfeit currency: Identify counterfeit currency correctly 100% of the time
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We want to start the training program at the right level We need to find out what they already know Example: Does our newly hired bank teller know how to count money? Design the training program to build on what the trainees already know
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Involve employees in the needs analysis Show trainees how the training will enhance their job performance & their careers Use goal setting: Establish specific, concrete, & measurable training goals Make the goals difficult but achievable Set intermediate & end goals Build strong self-efficacy expectations: beliefs about success Persuasion: You can do it! Modeling: show trainees successful previous trainees Enactive mastery: lead trainees to early success in training
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Show trainees how to evaluate their own performance Allows trainees to determine for themselves how theyre doing Gradually shift from trainer-provided feedback to the
Prepares the trainee to correctly use the training on the job without the close supervision of the trainers in the training program
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Developing content
Supervisory
Sales Clerical Machanical
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Advantages: Practical knowledge May reduce costs: avoid the cost of a separate training facility Enhances trainee motivation Relation freedom/oportunity to express idea Disadvantages: May be disruptive to normal operations May have more distractions that interfere with learning May have safety concerns
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Committee Asignment
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Advantages: Avoids disruptions to normal operations Minimizes distractions Avoids safety concerns Disadvantages: Depend on leadership Costs Trainee motivation Relations
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newly hired bank tellers to teach them how to do their job? On-the-job or off-the-job?
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Train Trainner
Asppointment of trainner who have able to train
employee
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Training Cycle
(Kirkpatrick, 1983)
Satisfaction questionnaire
Source of figure: Fisher, Schoenfeldt, & Shaw (2006), Figure 9.4, p. 405
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Performance appraisals
Source of figure: Fisher, Schoenfeldt, & Shaw (2006), Figure 9.4, p. 405
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Training Evaluation
Evaluation designs: when do you collect data on
Makes sense for Level 1 (Reaction) Ask the trainees to complete the satisfaction questionnaire at the end of the training program But its a poor design for the other levels of evaluation Theres no comparison group We wouldnt know if learning, behavior, and results have changed for the better because of the training program
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Training Evaluation
Evaluation designs (more): One-group pretest-posttest design: measure both before and after training: MEASURE TRAIN MEASURE
Compute the change in the measures: Learning: Did the percentage correct on the test go up? Behavior: Did the employees job performance improve? Results: Did the company improve (profits, costs, etc.)? Weakness: Were not sure if the training is the only thing that might have caused the measures to improve There might be other things that happened at the same time as the training that also affects employee behavior (job performance) and corporate results (profits, etc.)
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Training Evaluation
Evaluation designs (more): Pretest-posttest control-group design: compare the changes in a control group to the changes in the training group Control: MEASURE NO TRAIN MEASURE Training: MEASURE TRAIN MEASURE
Randomly divide employees into 2 groups: Control group: does not get training Training group: does get training Measure learning, behavior, & results in both groups before and after training is provided to the training group Compute the changes in the measures for both groups Did the training group improve more than the control group? Learning (test scores), behavior (job performance), & results (profits, costs, etc.) This is the strongest evaluation design
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Training Evaluation
Example: Sales training program to help our
salespeople to be in the training program Control Group: the other salespeople are in the control group that doesnt receive training (at least initially) Level 1 Evaluation: Reaction
One-shot posttest-only design: administer in the training group at the end of the training a questionnaire that measures the satisfaction of the trainees with the training program
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Training Evaluation
Example: Sales training (more) Level 3 Evaluation: Behavior
Pretest-posttest control-group design: Control: MEASURE NO TRAIN MEASURE Training: MEASURE TRAIN MEASURE Use the organizations performance appraisal system to measure the job performance of the salespeople Example: amount of sales, customer satisfaction ratings, etc. Before providing the training to the training group, measure the job performance of each salesperson in both the control and the training groups After training the training group, measure the job performance of each salesperson in both the control and the training groups Compare the average change in the job performances in the control group to the average change in the job performances in the training group
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Training Evaluation
Example: Sales training (more) Level 4 Evaluation: Results
One-group pretest-posttest design: MEASURE TRAIN MEASURE Measure organizational results before training the training group Measure organizational results after training the training group Compute the change in organizational results Organizational results could include anything that the training might affect: profits, costs, productivity, injury rates, quality, employee morale, etc. Pretest-posttest control-group design might be possible if the organization has multiple business units Select some of the business units to be the training group that receives training initially
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Training Cycle
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Conclusion
Increase productivity
Employee satisfaction Relations Reduce cost Adujust to change Quality of work Quality of product Carrieng pollicyes.
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