Ch. 6 Employee Training and Development
True or False: When setting up training programs, the only criteria that should be considered is "what".
Answer: False In setting up training programs, a number of criteria should be considered, especially a response to the questions who, what, and where?
Training and development involves a large number of processes and procedures that are related to many HR functions:
Including HR planning, job analysis, performance appraisal, recruitment and selection, career management, and compensation.
Kirkpatrick's Four Levels of Criteria Level 2
Learning. To what extend have the trainees learned the concepts that were taught? Here, paper and pencil tests can be used to assess knowledge acquisition or role plays and work samples might be used to determine the degree to which skill learning has taken place. The original training behavorial objectives help to determine the choice of most appropriate learning measure.
3 ways to ensure positive training transfer
One is to have conditions in the training program identical to those in the job situation. The second is to teach principles for applying the behaviors learned in the training program to the job situation, and the third is the contract plan.
Kirkpatrick's Four Levels of Criteria Level 1
Reaction. What did the participants think and feel about the training program? Typically, some type of anonymous questionnaire is used to assess reactions at the end of a program. Feedback about trainer effectiveness, materials, course design, and so forth may be used to improve the program in subsequent offerings.
One serious mistake in designing training and development programs is?
The failure to provide systems, policies, and/or follow-up programs to ensure the learners' effective on-the-job use of their newly acquired KSAs. As a result, what an employee learns in a training program may never be used in the actual job situation. Or, if the newly learned behavior is tried, it may quickly be terminated due to lack of support by the manager or peers. Further, the transfer of training requires that the appropriate resources (technology, time, etc.) be available.
What is the ADDIE Model
Analyze Design Develop Implement Evaluate
Which of the following are disadvantages that arise from recruiting skills from outside the organization instead of training and developing employees internally? (Select all that apply) The promotional opportunities are reduced because employee enter at a higher pay-grade and higher position Outside training rarely is of high quality Additional costs from recruiting skilled talent Skilled employees can begin contributing to the company immediately without waiting for training or development
Answer: Additional costs from recruiting skilled talent; The promotional opportunities are reduced because employee enter at a higher pay-grade and higher position Needed skills can be acquired from outside the organization through recruitment, or cultivated from inside through training. When organizations recruit from the outside, they not only incur extra costs, but they also reduce promotional options that could serve as incentives for current employees. As a result, many organizations have instituted training and development programs to enhance skills for both current and future jobs.
The ADDIE model consists of five parts. These include: Analysis, Design, Development, Inquire, and Evaluation Appraise, Design, Development, Implementation, and Evaluation Analysis, Design, Development, Implementation, and Evaluation Assign, Determine, Develop, Implement, and Evaluate
Answer: Analysis, Design, Development, Implementation, and Evaluation Analysis, Design, Development, Implementation, and Evaluation
How can training help organizations be better prepared for rapid development and expansion? Train employees for their specific jobs Build skills for a particular task Build skills for a distinct purpose Build transferrable skills
Answer: Build transferable skills When organizations help employees build skills that are transferable from department to department, organizations are better prepared for rapid development and expansion.
How should training be evaluated? By seeing how many training sessions are being given within a certain amount of time By finding out how much learning is being transferred to the job By determining how innovative the training techniques are By identifying through surveys, what the employees liked about the training
Answer: By finding out how much learning is being transferred to the job Training is a learning process during which people acquire the skills and knowledge necessary to achieve organizational goals. The success of any training can be gauged by the learning that occurs and is transferred to the job. No matter how creative and innovative the training is or how many times training is given, if the training is not being implemented into the actual job, then it is not being effective.
What is an advantage to using the lecture/formal-course method of instruction as an off-site form of training? Conveys the authority structure that organizations lean towards Increases the amount of useful material participants transfer from the lecture to the actual job The learning environment is self-controlled Can convey large amounts of information to large groups of people
Answer: Can convey large amounts of information to large groups of people Many training programs prefer to use the lecture/formal-course method of instruction as it is possible to convey large amounts of information to large groups of people. However, such an approach often perpetuates the authority structure that many firms are moving away from. Furthermore, because the learning environment is not self-controlled, it may limit the transfer of useful material from the lecture to the actual skills and abilities on the job.
Which of the following makes it increasingly difficult to fill some HR needs with already-trained employees? Decreased global competition Changing technology
Answer: Changing technology As a result of changing technology and increased global competition, organizations are finding it increasingly difficult to fill some of their HR needs with already-trained employees. Consequently, many organizations find it more and more necessary to do their own training and to develop talent from within the organization. HR planning helps formalize this necessity and articulates management's concern for effectively using its human resources now and in the future.
What is the purpose of the Analysis stage of the ADDIE model? Determine if the training program will meet a real need in the organization Creating a blueprint for the training program Putting the training program into practice Evaluating what the training program has accomplished
Answer: Determine if the training program will meet a real need in the organization Assessment is the first step in that model. Frequently referred to as "needs assessment" or "needs analysis," this step in the model is designed to ensure that any training program meets a real need in the organization.
Performance deficiencies can be attributed to individual deficiencies as well as situation factors that affect performance. All of the following are situational factors that affect performance except... Technology Employee knowledge Workplace environment Quality of supervisor
Answer: Employee knowledge Employee training and development are learning-based activities that attempt to improve an employee's current or future performance by increasing his or her ability to perform through the improvement of KSAs (knowledge, skills, and abilities). Training is sought when a performance deficiency can be attributed to the employee's KSAs. While it must be remembered that performance may also be affected by situational factors (e.g. technology, quality of supervisors, workplace environment, etc.), these simple questions can aid an organization in determining performance deficiencies: Knowledge - Does the employee KNOW how to do the job? Skills - Is the employee ABLE to do the job? Abilities - Does the employee have the ABILITY to do the job?
Which of the following is a disadvantage of job rotation? Doesn't expose the employees to a variety of jobs and situations Decreases the employees understanding of the firm's strategic objectives Employees aren't in a job a long time and don't get motivated to work seriously Decreases creativity and innovation
Answer: Employees aren't in a job a long time and don't get motivated to work seriously Job rotation programs are used to train and expose employees to a variety of jobs and decision-making situations. Although job rotation provides exposure, the extent of training and long-term benefits it provides may be overstated. This is because employees are not in a single job long enough to learn very much and may not be motivated to work seriously. However, in today's global and competitive work environment, many firms feel that job rotations increase creativity and innovation and help employees gain a better understanding of the firm's strategic objectives.
When all the details have been worked out, the learning objectives are in place, the audience and facilitator have been selected, the materials have been developed, and the site and layout have been determined, it is highly recommended to launch the entire training program to all segments of the business.
Answer: False It is highly recommended that the first attempt of any training program be treated as a "pilot program". At this stage, the program should be offered in a controlled environment with a select audience that represents the most receptive possible segment of the overall target audience.
Training and development are learning-based activities that are only concerned with current performance.
Answer: False Often, training and development are treated as two separate concepts. In this case, training usually refers to improving skills needed to perform better in the current job, and development refers to improving knowledge for the future.Employee training and development are learning-based activities that attempt to improve an employee's current or future performance by increasing his or her ability to perform through the improvement of KSAs (knowledge, skills and abilities).
True or False: In the introduction to this topic there was a formula given for performance. It states that an employee's performance could be illustrated by the following formula: P (performance) = f (knowledge, skills, and abilities), where performance (P) is a function (f) of KSAs.
Answer: False The formula shown in the question is missing the key part of the situation. Although much of an employee's performance can depend on individual KSAs, it is also affected by situational factors such as technology and workplace environment. The correct formula is as follows: P (performance) = f (knowledge, skills, abilities, and situation) where performance (P) is a function (f) of KSAs and the situation.
True or False: Even with the external changes occurring in our global society, the notion of training and development has stayed the same.
Answer: False The notion of training and development within organizations is changing rapidly. The notion of training and development within organizations is changing rapidly. In addition to companies understanding the need to ensure that their workforce is capable of performing productively, organizations are realizing that training and development are important as a strategic approach by which to achieve a competitive edge.
True or False: If there is no well-designed, systematic approach to training, then training and learning will not take place.
Answer: False Training and learning take place, especially through informal work groups, whether an organization has a coordinated training effort or not. But without a well-designed, systematic approach to training, what employees and others learn may not be in the best interests of the organization.
HR planning does which of the following for training and development? Helps identify training and development needs Does an appraisal to reveal certain performance deficiencies Formalizes the process of developing talent from within the organization to fill needed roles Designs training programs to alleviate any deficiencies
Answer: Formalizes the process of developing talent from within the organization to fill needed roles As a result of changing technology and increased global competition, organizations find it increasingly difficult to fill some of their HR needs with already-trained employees. Consequently, many organizations find it more and more necessary to do their own training and to develop talent from within the organization. HR planning helps formalize this necessity and articulates management's concern for effectively utilizing its human resources now and in the future.
Training and development are used to do all of the following except what? Prepare employees for career changes Improve employees' attitudes Evoke new insights Help employees that are performing up to par
Answer: Help employees that are performing up to par Training and development consists of providing learning experiences for improving individual performance through changes in KSAs. In a broad sense, that includes experiences intended to evoke new insights, update skills, prepare people for career changes, rectify skill and knowledge deficiencies, and improve employees' attitudes toward the job and the organization. Training and development is rarely used for employees who are performing well and not looking for a move, or those employees performing up to par.
Job analysis does which of the following when it comes to training and development? Helps identify specific training and development needs Designs training programs to alleviate organizational deficiencies Establishes the general context within which training and development takes place Helps confirm the necessity of human resources
Answer: Helps identify specific training and development needs Whereas HR planning establishes the general context within which training and development takes place, job analysis helps identify specific training and development needs. Analysis may reveal certain performance deficiencies, which in turn may lead to the design of a training program to alleviate the deficiency. The preparation of a multi-skilled workforce can give the organization the flexibility to redesign jobs and assign people to them.
The assessment phase provides all of the following information about the training except: What the content of the training should be Where the training is needed How much the training will cost Who needs the training
Answer: How much the training will cost The goal of a needs assessment is to determine whether a training need exists, where in the organization this need exists, and the precise nature of the required training. As such, it is appropriate to include a wide array of organizational actors in the conduct of the needs assessment.
What is usually the best way to implement a new program? Introduce it to all employees so that everyone is on the same page Train employees one at a time to ensure that the material is adequately learned Teach the new program to the executives and let it trickle down to everyone else Implement it as a "pilot program" in a controlled environment to a select audience
Answer: Implement it as a "pilot program" in a controlled environment to a select audience It is highly recommended that the first attempt of any training program be treated as a "pilot program". At this stage, the program should be offered in a controlled environment with a select audience that represents the most receptive possible segment of the overall target audience. In a pilot program, facilitators and training managers can evaluate the sequencing of content, assess the effectiveness of chosen learning activities, assess the time allotted, determine if the physical space and layout are appropriate, and test the various assumptions about program design, development, and implementation. Should any of these program characteristics need adjustment or revision, the pilot program provides the venue for such changes.
All of the following are advantages to on-the-job training except... Separate areas for training are unnecessary Equipment does not need to be moved to a separate location Facilitation of learning transfer It minimizes distractions to other employees
Answer: It minimizes distractions to other employees An employee's work station is the best location for teaching an employee how to perform a specific task, especially when the equipment and materials needed for training cannot be moved. On-site training tends to maximize the transfer of training, but it has the disadvantage of numerous distractions and ongoing job pressures. Another disadvantage is that employees can usually only be trained one person at a time.
True or False: Attaching some form of reward to training and development process can also help maintain the effects of the programs after the training or development is done.
Answer: True Often, it may be in the best interests of the organization to attach some form of reward to the training and development process, as it may motivate employees to become engaged. The use of incentives is important, not only for getting employees into training and development programs, but also for maintaining the effects of these programs.
Which of the four Kirkpatrick levels suggests to evaluating the effectiveness of training based on the ROI (return on investment)? Level 1 Level 2 Level 4 Level 3
Answer: Level 4 Level 4- Results "Level 4" evaluation, or assessment of results, is often referred to as the epitome of good training evaluation. It makes sense that changes in organizational outcomes are the "ultimate criterion" of success in training. Results include such outcomes as productivity and quality improvements, decreases in inventory or factory downtime, increases in customer satisfaction or in-store sales, enhancements to the bottom line of the organization, and so forth. Because of the difficulty of establishing cause-and-effect linkages in Level 4 evaluation, it has been widely suggested that organizations take an ROI (return on investment) approach to evaluating training effectiveness. Here the benefits of training are estimated as best as possible and converted into a dollar measure.
Which of the following is not a phase of training and development taught in this topic? Organization Evaluation Assessment of needs Implementation
Answer: Organization Careful attention to the three principal phases of training and development include assessment of needs, implementation, and evaluation. If any of these three steps are taken hastily or poorly, then the effectiveness of training and development programs will be limited.
Which of the following can be negative aspect of on-site training programs? Doesn't give exposure to the job and organization Possible damage to equipment Usually more expensive than off-site training Will not facilitate learning transfer
Answer: Possible damage to equipment On-the-job training provides a hands-on learning experience that facilitates learning transfer. It can also be a source of exposure to the job and organizational conditions. Costs for off-site trainings are typically more expensive than on-site trainings. A drawback to staying on-site is that there is a potential for making an error or damaging equipment, which is lessened if the training is done off-site.
Kirkpatrick's Four Levels of Criteria are, in order: Learning, Reaction, Results, and Behavior Behavior, Reaction, Learning, and Results Reaction, Learning, Behavior, and Results Reaction, Behavior, Learning, and Results
Answer: Reaction, Learning, Behavior, and Results Reaction, Learning, Behavior, and Results
What is a major purpose of training and development? To give employees a break from their day-to-day tasks Ensuring that employees are doing what management wants them to To help control the employees and the way they perform their jobs Removal of performance deficiencies
Answer: Removal of performance deficiencies A major purpose of training and development is to remove the performance deficiencies, whether current or anticipated, that cause employees to perform at less than desired levels. Training for performance improvements is particularly important to organizations with stagnant or declining rates of productivity. Training is also important to organizations that are rapidly incorporating new technologies.
All of the following are levels of needs analysis identified by the ADDIE generic method of instructional design, except... Operational (task) Repetitive Individual (person) Organizational
Answer: Repetitive The ADDIE generic method of instructional design identifies three levels of needs analysis. HR professionals should continually assess the relationships between each of these levels and the strategic mission and needs of the firm. The three levels are: Organizational - Begins with examining the short-term and long-term objectives of the firm and determining the demand for human resources, skills, and programs needed to supply the organization. Operational (task) - Provides information concerning the tasks to be performed on each job, the skills necessary to perform those tasks, and the minimum acceptable standards of performance. Individual (personal) - Focuses on the individual and addresses the questions of "Who needs to be trained?" and, "What type of training is needed?"
Successful implementation of training and development programs depends upon all of the following except... Selecting the appropriate media Selecting the cheapest training option Selecting the right conditions Selecting the right workers
Answer: Selecting the cheapest training option During the implementation phase, the trainer will follow through on critical factors of the design/development phases, such as: Size of the group: how many handouts or computer stations are needed? What size room will allow attendees to be comfortable? How many chairs and tables are needed? Organization of seating: Is group discussion expected and important (suggesting round tables)? Do participants need to be able to see certain areas of the room? Are adequate walkways provided? Materials: What audio-visual equipment is needed? Will water or coffee be made available? What other supplies will facilitate learning: markers, crayons, stickers, pens/pencils, notepads? Accessibility of information: What languages will be primary for the attendees? Secondary? What is the minimum educational level present in the group and what presentation methods will be most effective for that group? Do any of the attendees need accommodations for a disability, suggesting materials may need to be in Braille, recorded, or available online? Lack of distractions: Has management allowed proper time for attendees to be present? Are cell phones and computers/laptops/iPads turned off? Comfort of the room: Is lighting adequate? Is the temperature reasonable? Are restroom facilities close and accessible? Awareness of time: Is there a clock in the room? Do scheduled breaks allow for restroom visits or checking for urgent messages, depending on length of training?
Which of the following is NOT a type of on-the-job training? Assistantships Apprenticeships Simulations Internships
Answer: Simulations Apprenticeships, Internships, Assistantships, and Job rotation are all types of on-the-job training and each have their own advantages and disadvantages. Simulations are a type of off-site training.
Why do some organizations prefer to use simulations instead of training in the actual job environment? Training is becoming increasingly popular The actual job envioronment provides a popular off-site type of training Simulations are less hectic and safer than the actual environment The actual job environments helps employees learn to manage real-life safety concerns
Answer: Simulations are less hectic and safer than the actual environment In recent years, simulations have become increasingly popular in off-site trainings. Simulations present participants with situations that are comparable to actual job conditions. Typically, the simulation environment is less hectic and safer than the actual environment. As a result, some organizations prefer the simulation approach.
What is a drawback to doing an assistantship? Exposes an individual to a wide range of jobs Involves full-time employment The learning experience is often vicarious The individual watches and assists other workers
Answer: The learning experience is often vicarious Assistantships involves full-time employment and expose an individual to a wide range of jobs. However, since the individual only assists other workers, the learning experience is often vicarious, so they don't get the full effect as they would if they were doing the job themselves. This disadvantage can be eliminated through the use of job or position rotation.
What is a contract plan when it comes to the evaluation phase of a training or development program? The plan written by the participants at the beginning of the training and given to the trainer to see what skills or knowledge the participants expect to learn in the training The plan written up near the end of the training by the participants that shows the parts of the training they feel were most beneficial and that they agree to apply after the training The plan written up by the trainer and given to participants at the end of the training to sign and verify they will implement the new training The plan written up by the trainer and given to participants at the beginning of the training to sign and verify they will implement the new training
Answer: The plan written up near the end of the training by the participants that shows the parts of the training they feel were most beneficial and that they agree to apply after the training There are three ways to make a positive transfer of the training to the job. One is to have conditions in the training program identical to those in the job situation. The second is to teach principles for applying the behaviors learned in the training program to the job situation. Third is the contract plan. The contract plan works as follows: Near the end of a training program, each participant drafts a statement indicating which aspects of the program he or she feels will have the most beneficial effect back on the job and then agrees to apply those aspects. Each participant is also asked to give another participant from the program a copy of the contract; that individual then checks-up on the participant's progress every few weeks.
Which of the following is an example of a situational factor that could hinder performance? The employee not knowing how to do the job The employee not having the skills to do the job The technology not being able to do the job The technology having the ability to do the job
Answer: The technology not being able to do the job Training is sought when a performance deficiency can be attributed to the employee's KSAs. While it must be remembered that performance might also be affected by situational factors (e.g., technology, quality of supervisors, workplace environment, etc.), these simple questions can aid an organization in determining performance deficiencies: Knowledge - Does the employee KNOW how to do the job? Skills - Is the employee ABLE to do the job? Abilities - Does the employee have the ABILITY to do the job?
Why do companies engage in training and development? (Select all that apply) To help incorporate new technologies To recruit already-trained employees To help employees be attractive to other employers To reduce turnover To remove performance deficiencies
Answer: To remove performance deficiencies; To help incorporate new technologies; To reduce turnover Training for performance improvements is particularly important to organizations with stagnant or declining rates of productivity. Training is also important in organizations that are rapidly incorporating new technologies, because employees may feel overwhelmed or unfamiliar with the technology. Training and development can increase employee commitment and improve organizational perceptions of work, resulting in less turnover and absenteeism.
When unplanned and haphazard training occurs, what is most likely to happen? Training and learning may take place, but may not be in the best interests of the organization Training and learning will take place and will be exactly what the organization needs No training will take place No learning will take place
Answer: Training and learning may take place, but may not be in the best interests of the organization Too often, unplanned, uncoordinated and haphazard training efforts significantly reduce learning within organizations. Training and learning all take place, especially through informal work groups, whether an organization has a coordinated training effort or not. Without a well-designed, systematic approach to training, what employees and others learn may not be in the best interests of the organization.
On-the-job training is usually appropriate for which type of training? Training for new employees Voluntary after-hours training Training that must be done after-hours Training that requires maintaining contacts with various work units
Answer: Training for new employees On-site training can be especially effective for new employees. It is also very useful for a variety of other options. Another option for training is on-site, but not on-the-job. This type of training is appropriate for required after-hours training, for implementing training that requires maintaining contacts with various work units, and for voluntary after-hours training or for programs to update employees' skills while allowing them to attend to their regular duties.
When looking at training and development as two separate concepts, which of the following statements is correct? Training refers to improving skills needed to perform better in the current job Training refers to improving abilities for a future job Development refers to improving skills needed to perform better in the current job Training refers to improving knowledge of the job in the future
Answer: Training refers to improving skills needed to perform better in the current job Although all training and development programs are designed to address knowledge, skills, and abilities, sometimes training and development are treated as two separate concepts. If they are treated as two separate concepts, then training usually refers to improving skills needed to perform better in the current job and development refers to improving knowledge of jobs in the future. Nonetheless, both approaches are concerned with improving the employee's ability to perform.
True or False: Organizations often attach some form of reward to training and development programs to motivate employees to become engaged.
Answer: True Often, it may be in the best interests of the organization to attach some form of reward to the training and development process, as it may motivate employees to become engaged. For example, to encourage managers to train their employees, organizations may reward managers for performing the training. The use of incentives is important, not only for getting employees into training and development programs, but also for maintaining the effects of these programs.
The ADDIE model suggests a continuous cycle wherein the results of evaluation from one training program become part of the assessment of needs for the next program.
Answer: True The ADDIE model suggests a continuous cycle wherein the results of evaluation from one training program become part of the assessment of needs for the next program.
True or False: An organization can increase efficiency in employees when training and development are integrated with the selection process.
Answer: True Training and development can be integrated with the selection process so that an employee's learning time on a new job is reduced. This can result in increased efficiency.
True or False: Trainings should be adaptable so that different participants, subjects, and companies can use them in the ways that best suits their needs.
Answer: True Training should be adapted as much as possible to the learning style(s) of the participants and the subject matter to be learned.
Which of the following is a possible negative outcome of training and development? Employees' learning time on the job is increased, which reduces efficiency Increased turnover Employees' perceptions of work are worsened Well-trained employees may move to better-paying jobs in other organizations
Answer: Well-trained employees may move to better-paying jobs in other organizations Training and development can reduce turnover when it enables people to acquire skills permitting them to move from one job to another. However, well-trained individuals can also decide to move to better-paying jobs in other organizations. For these reasons, training and development are related to career management and planning.
For the most part, training and development help an organization, but there is a drawback. Which of the following are a downside to training and development? Decreased employee commitment Well-trained individuals can decide to move to better-paying jobs in other organizations There is more turnover and absenteeism There is a downgrade in the organizational perceptions employees have of work
Answer: Well-trained individuals can decide to move to better-paying jobs in other organizations Training and development can reduce turnover when people are enabled to acquire skills permitting them to move from one job to another. However, well-trained individuals can also decide to move to better-paying jobs in other organizations. For these reasons, training and development are related to career management and planning.
What is transfer of training?
At each step in development and throughout the implementation of training, the trainer is focused on making choices that best impact transfer of training. This means the extent to which trainees are able and willing to take what they learned in the classroom (training) setting and use it back at their desk, their spot on the line, or to manage their teams.
Kirkpatrick's Four Levels of Criteria Level 3
Behavior. What changes in on-the-job behavior can be attributed to the training program? Here, either the organization's normal performance appraisal process or a specially designed performance observation technique can be used to attempt to measure changes in behavior. Peers, subordinates, customers, and others in addition to the direct supervisor can be canvassed to determine if noticeable changes have occured.
Kirkpatrick's Four Levels of Criteria
Level 1 Reaction. What did the participants think and feel about the training program? Typically, some type of anonymous questionnaire is used to assess reactions at the end of a program. Feedback about trainer effectiveness, materials, course design, and so forth may be used to improve the program in subsequent offerings. Level 2 Learning. To what extend have the trainees learned the concepts that were taught? Here, paper and pencil tests can be used to assess knowledge acquisition or role plays and work samples might be used to determine the degree to which skill learning has taken place. The original training behavorial objectives help to determine the choice of most appropriate learning measure. Level 3 Behavior. What changes in on-the-job behavior can be attributed to the training program? Here, either the organization's normal performance appraisal process or a specially designed performance observation technique can be used to attempt to measure changes in behavior. Peers, subordinates, customers, and others in addition to the direct supervisor can be canvassed to determine if noticeable changes have occured. Level 4 Results. To what extent have critical organizational improvements in areas such as productivity, quality, profitablity, morale, absenteeism, and turnover resulted from the training? This is the most important criteria but also the most difficult to measure.
Kirkpatrick's Four Levels of Criteria Level 4
Results. To what extent have critical organizational improvements in areas such as productivity, quality, profitability, morale, absenteeism, and turnover resulted from the training? This is the most important criteria but also the most difficult to measure.
During the implementation phase, the trainer will follow through on critical factors of the design/development phases, such as:
Size of the group: how many handouts or computer stations are needed? What size room will allow attendees to be comfortable? How many chairs and tables are needed? Organization of seating: Is group discussion expected and important (suggesting round tables)? Do participants need to be able to see certain areas of the room? Are adequate walkways provided? Materials: What audio-visual equipment is needed? Will water or coffee be made available? What other supplies will facilitate learning: markers, crayons, stickers, pens/pencils, notepads? Accessibility of information: What languages will be primary for the attendees? Secondary? What is the minimum educational level present in the group and what presentation methods will be most effective for that group? Do any of the attendees need accommodations for a disability, suggesting materials may need to be in Braille, recorded, or available online? Lack of distractions: Has management allowed proper time for attendees to be present? Are cell phones and computers/laptops/iPads turned off? Comfort of the room: Is lighting adequate? Is the temperature reasonable? Are restroom facilities close and accessible? Awareness of time: Is there a clock in the room? Do scheduled breaks allow for restroom visits or checking for urgent messages, depending on length of training?
ADDIE Analyze methods:
There are several methods that might be used in needs assessment, either alone or in combination. The choice of method is contingent on factors such as whether or not a job is new, how geographically dispersed present job incumbents might be, whether skilled observers or facilitators are available, the degree of formalization of current job standards, the time available, and so forth. Methods of needs assessment include: Observing of job incumbents doing the work, and of the work setting and conditions Interviews of job incumbents, supervisors, internal and external customers, etc. Questionnaires directed to job incumbents, supervisors, customers, etc. Focus groups involving key players; Documentation, such as job descriptions, performance standards, technical manuals, and performance records Online technology
Upon completion of a performance appraisal training program, a supervisor should be able:
To implement the steps of an effective performance review discussion, starting with advance preparation and ending with goal setting and follow-up To effectively handle situations where the employee has a different view of his or her performance than the supervisor does To complete the paperwork and documentation required by the human resources department in a timely fashion.
