Training

return on investment

(ROI) refers to the estimated dollar return from each dollar invested in learning

"learning bytes"

two-minute learning solutions demonstrating how to perform certain tasks

performance support systems

computer applications that can provide (as requested) skills training, information access, and expert advice.

avatars

computer depictions of humans that can be used as imaginary coaches, co-workers, and customers in simulations

virtual reality

computer-based technology that provides trainees with a three-dimensional learning experience. trainees operate in a simulated environment that responds to their behaviors and reactions

types of e-learning

computer-based training, online learning, and web based training.

on-site phase

continued orientation to the host country and its customs and cultures through formal programs or through a mentoring relationship.

team training

coordinates the performance of individuals who work together to achieve a common goal.

manager support

degree to which trainees managers emphasize the importance of attending training programs and stress the application of training content to the job.

blended learning

delivering content and instruction with a combination of technology-based and face-to-face methods.

repurposing

directly translating instructor-led training online

action plan

document summarizing what the trainee and manager wil do to ensure that training transfers to the job.

readiness for training

employee characteristics that provide them with the desire, energy, and focus necessary to learn from training

expartriate

employee sent by his or her company to manage operations in a different country

action plan includes

1. a goal identifying what training content will be used and how it will be used (project, problem) 2. strategies for reaching the goal, including resources needed 3. strategies for getting feedback (such as meetings with the manager) 4. expected outcome (what will be different) 5 specific dates and times when the manager and trainee agree to meet to discuss the progress being made in using learned capabilities on the job.

stages of the training process

1. asses the needs to determine if training is needed 2. involves ensuring employees have the readiness for training and they have the motivation and basic skills to master training content. 3. addresses whether the training session (or the learning environment) has the factors necessary for learning to occur 4. to ensure that trainees apply the content of training to their jobs. this requires support from managers and peers for the use of training content on the job as well as getting the employee to understand how to take personal responsiblity for skill improvment 5. involves choosing a training method.

skills expatriates need

1. competent in their areas of expertise 2. able to communciate verbally and nonverbally in the host country 3. flexible, tolerant of amibuity, and sensitive to cultural differences 4. motivated to succeed, able to enjoy the challenge of working in other countries, and willing to learn about the host country's culture language and customs 5. supported by their families

characteristics of effective onboarding programs

1. employees are encouraged to ask questions 2. program includes information on both technical and social aspects of the job 3. the employee manager has some onboarding responsiblity 4. debasing or embarrassing new employees is avoided 5. employees learn about the company culture, history, lanaguage, products, services and customers 6. follow-up of employee progress occurs at different points up to one year after joining the company 7. program involves participation, active involvement, and formal and informal interaction between new hires and current employees 8. relocation assistance is provided (such as house hunting or information sessions on the community for employees and their significant others) pg 307-308 for onboarding program

ROI analysis consists of

1. identify outcomes 2. place a value on the outcomes 3. determine the change in performance after eliminating other potential influences on training results 4. obtain an annual amount of benefits (operational results) from training by comparing results after training to results before training (in dollars) 5. determine the training costs (direct costs+indirect costs+ development costs+overhead costs+ compensation for trainees) 6. calculate the total savings by subtracting costs from benefits (operational results) 7. calcuate the ROI by dividing benefits (operational results) by costs. the ROI gives an estimate of the dollar return expected from each dollar invested in training. pg 300 for example

successful diversity requires that it be viewed as an opportunity for employees to:

1. learn from each other how to better accomplish their work 2. be provided with a supportive and cooperative organizational culture 3. be taught leadership and process skills that can facilitate effective team functioning.

conditions for learning

1. need to know why they should learn 2. meaningful training content 3. opportunities for practice 4. feedback 5. observe, experience, and interact with training content, other learners, and the instructor 6. good program coordination and administration 7. commit training content to memory

pressure points for training

1. performance problems 2. new technology 3. lack of basic skills 4. legislation 5. customer requests 6. new products 7. higher performance standards 8. new jobs 9. business growth or contraction 10. global business expansion

questions to ask whether training is the solution to a performance problem

1. the performance problem is important and has the potential to cost the company a significant amount of money from lost productivity or customers 2. employees do not know how to perform effectively. perhaps they recieved little or no previous training or the training was ineffective 3. employees cannot demonstrate the correct knowledge or behavior perhaps they were trained but they infrequently or never used the training content 4. performance expectations are clear (input) and there are no obstacles to performance such as faulty tools or equipment (output) 5. there are positive consequences for good performance, whereas poor performance is not rewarded. for example, if employees are dissatisfied with their compensation, their peers or a union may encourage them to slow down their pace of work 6. employees receive timely, relevant, accurate, constructive, and specific feedback about their performance 7. other solutions such as job redesign or transferring employees to other jobs are too expensive or unrealistic

three factors before choosing training as the solution

1. the support of managers and peers for training activities 2. the company's strategy 3. the training resources available

simulations can be effective for several reasons

1. trainees can use them on their desktop, eliminating the need to travel to a central training location. 2. simulations are meaningful, get trainees involved in learning and are emotionally engaging. 3. simulators provide a consistent message of what needs to be learned; trainees can work at their own pace; and compared to face-to-face instruction, simulators can incorporate more situations or problems that a trainee might encounter 4. simulations can safely put employees in situations that prositive outcomes such as training being completed in a shorter time compared to traditional training courses, and providing a positive return on investment.

outcomes for needs assessment process

1. what trainees need to learn 2. who recieves training 3. types of training 4.frequency of training 5. buy-versus-build training decision 6. training versus other HR options such as selection or job redesign 7. how training should be evaluated

PPD

a global contract research organization that is involved in drug discovery, development, lifecycle management, and laboratory services. uses a virtual 3D learning environment to deliver its clinical foundations program.

continuous learning

a learning system that requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job and share what they have learned with other employees.

training

a planned effort to facilitate the learning of job-related knowledge, skills, and behavior by employees.

organizational analysis

a process for determining the business appropriateness of training

person analysis

a process for determining whether employees need training, who needs training, and wheter employees are ready for training

job

a specific position requiring the completion of specific tasks.

task

a statement of an employees work activity in a specific job.

training design process

a systematic approach for developing training programs

simulation

a training method that represents a real-life situation, allowing trainees to see the outcomes of their decisions in an artificial environment

"the situation room"

a type of game program that helps managers learn how to deal with common leadership problems. pg 288-289

training outcomes

a way to evaluate the effectiveness of a training program based on cognitive, skill-based, affective, and results outcomes. see table 7.7 pg 297

apprenticeship

a work-study training method with both-on-the-job and classroom training. apprenticeship programs are usually in skilled trades such as plumbing, carpentry, electrical work, and bricklaying.

advantages and disadvantages of distance learning

an advantage of distance learning is that the company can save on travel costs. it also allows employees in geographically dispersed sites to receive training from experts who would not otherwise be available to visit each location. a disadvantage of distance learning is the potential for lack of interaction between the trainer and audience.

webcasting

classroom instruction provided online via live broadcasts.

communications of practice

groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished.

four steps in task analysis

identifying the job(s) to be analyzed, developing a list of knowledge, skills, abilities, and other factors.

strategic training and development initiatives

improve customer service, improve employee engagement, enhance innovation and creativity, and growth in global markets pg 271 for table

audiovisual training

includes overheads, slides, and video. powerpoints, DVD's, internet, etc. video clips, podcasts, etc.

e-learning

instruction and delivery of training by computers through the internet or company intranet.

training design processes

instructional system design (ISD) and ADDIE model (analysis, design, development, implementation, evaluation)

training resources

it is necessary to identify whether the company has the budget, time, and expertise for training.

tacit knowledge

knowledge based on personal experience that is difficult to codify.

explicit knowledge

knowledge that is well documented and easily transferred to other persons.

behavior modeling

lasts four hours usually, focuses on one interpersonal skill, such as coaching or communicating ideas. each session presents the rationale behind key behaviors.

advantage of apprenticeship programs

learners can earn pay while they learn. this is important because programs can last several years.

adventure learning

learning focused on the development of teamwork and leadership skills by using structured outdoor activities

informal training

learning that is learner initiated involves action and doing, is motivated by an intent to develop, and does not occur in a formal learning setting. occurs on an as needed basis and may involve learning alone or face-to-face or technology aided social interactions. informal learning is central to the development of tacit knowledge. informal training complements training by helping employees gain tacit knowledge that formal training cannot provide.

internship

on-the-job learning sponsored by an educational institution, or part of an academic program.

social media

online and mobile technology used to create interactive communications.

massive open online courses

online learning designed to enroll large numbers of learners who have access to the internet and composed of interactive coursework including video lectures, discussion groups, wikis, and assessment quizzes.

percentages of training hours delivered by these methods

online or computer based (28%), virtual classroom (15%), blended learning (29%), instructor-led classroom (45%), social learning (social networks, blogs, discussion groups (4%), and mobile (cell phones, iPods, tablets, PDAs)

onboarding

or socialization, refers to the process of helping new hires adjust to social performance aspects of their new jobs.

on the job training

peers or managers training new or inexperienced employees who learn the job observation, understanding, and imitation

evaluations designs

posttest only, pretest/posttest, posttest only with comparison group, pretest/posttest with comparison group, time series

Kaizen

practices participated in by employees from all levels of the company that focus on continuous improvement of business processes.

knowledge management

process of enhancing company performance by using tools, processes, systems, and cultures to improve the creation, sharing, and use of knowledge.

predeparture phase

receiving language training and an orientation to the new country's culture and customs. cross-cultural training methods take place here to learn customs and culture of the host country, etc.

apps

refer to applications designed specifically for smartphones and tablet computers.

inclusion

refers to creating an environment in which employees share a sense of belonging, mutual respect, and commitment from others.

diversity training

refers to learning efforts that are designed to change employee attitudes about diversity and or/ develop skills needed to work with a diverse workforce.

factors that influence motivation to learn

self-efficacy, benefits or consequences of training, awareness of training needs, work environment, basic skills, goal orientation, and conscientiousness. pg 276 for whole table

teleconferencing

synchronous exchange of audio, video, or text between individuals or groups at two or more locations

cross-training

team members understand and practice each other's skills

action learning

teams work on an actual business problem, commit to an action plan and are accountable for carrying out the plan. involves 6 to 30 employees it may also include customers and vendors.

learning management system

technology platform that automates the administration, development, and delivery of a company's training program.

motivation to learn

the desire of the trainee to learn the content of a training program

support of managers and peers

the key factors to sucess are a positive attitude among peers and managers about particpation in training activities; managers and peers willingness to tell trainees how they can more effectively use knowledge, skills, or behaviors learned in training on the job; and the avaiability of opportunities for the trainees to use training content in their jobs.

repatriation phase

the preparation of expatriates for return to the parent company and country from a foreign assignment. employees self-manage this.

managing diversity an inclusion

the process of creating an environment that allows all employees to contribute to organizational goals and experience personal growth.

cross-cultural preparation

the process of educating employees (and their families) who are given an assignment in a foreign country

task analysis

the process of identifying the tasks, knowledge, skills, and behaviors that need to be emphasized in training

needs assessment

the process used to determine if training is necessary

transfer of training

the use of knowledge, skills, and behaviors learned in training on the job

disadvantages of simulations

their cost and need for constant updating.

advantages and disadvantages of MOOCs

their low cost, accessibility, and wide range of topics make them attractive to learners. they include many features that facilitate learning and transfer: learning is interactive, learner-controlled, invovles lectures combines with interaction with course materials, interaction with other students and the instructor. it emphasizes applying knowledge and skills using role plays, cases and projects. pg 291 contains more info

disadvantage of apprenticeship programs

there is no guarantee that jobs will be available when the program is completed. another is that employers may not hire apprentices because they believe apprentices are narrowly trained in one occupation or with one company, and program graduates may have only company specific skills and may be unable to acquire new skills or adapt their skills to changes in the workplace.

key components of effective managing diversity progams

top management support, recruitment and hiring, indentifying and developing talent, employee support, ensuring fair treatment, holding managers accountable, and improving relationships with external stakeholders

opportunity to perform

trainee is provided with or actively seeks experience using newly learned knowledge, skills or behavior.

support network

trainees who meet to discuss their progress in using learned capabilities on the job.

formal training

training and development programs and courses that are developed and organized by the company. well designed formal training programs can help employees acquire explicit knowledge. formal training does not usually have interaction with peers, colleagues, and experts.

presentation methods

training methods in which trainees are passive recipients of information; includes traditional classroom instruction, distance learning, and audiovisual training. includes the use of personal computers, smartphones, and tablet computers such as iPads. ideal for presenting new facts, information, different philosophies, and alternative problem-solving solutions or processes.

hands-on methods

training methods that actively involve the trainee in learning

experiential programs

training programs in which trainees gain knowledge and theory, participate in behavioral simulations, analyze the activity and connect theory and activity with on-the-job situations

group or team building methods

training techniques that help trainees share ideas and experiences, build group identity, understand the dynamics of interpersonal relationships, and get to know their own strengths and weaknesses and those of their co-workers

team leader training

training the team manager or facilitator

coordination training

trains the team in how to share information and decisions