CLDP Module Notes
5 different types of instructional design models
- addie model - assure model - gagne's 9 events of instruction model - merrills principles of instruction model - the kemp instructional design model
prisoners
- ask about the break - esily gets bored - not participating
Follow L&D Design Process
2-3 months (before active event) - assess - assess needs and resources 4-5 weeks (before active event) - motivate - motivate trainers, motivate learners, and learners supervisors 1-7 days (before active event) - Design - design training appropriate for the target audiences LIVE (day of active event) - deliver - deliver employee training using methods that will lead to key results 1-3 days (day of active event) - evaluate - evaluate successes and areas for improvement and report findings 1-2 weeks after the event - REPEAT
types of orientation
a. Overview orientation Government in general, the department and the branch Important policies and general procedures (non-job specific) Information about compensation and benefits Safety and accident prevention issues Employee and union issues (rights, responsibilities) Physical facilities b. Job-specific orientation Function of the organization, and how the employee fits in Job responsibilities, expectations, and duties Policies, procedures, rules, and regulations Layout of workplace Introduction to co-workers and other people in the broader organization
Learning Styles
visual, auditory, kinesthetic Visual: Transparencies Videos/slides Flip charts Readings Demonstrations Learn better through reading and writing tasks Auditory: Lectures Group discussions Informal conversations Stories and examples Brainstorms Often talk to themselves Kinesthetic: Role plays Simulations Practice demonstrations Writing/note taking Activities Used colored markers to emphasize certain key terms Transcript text into visuals Combination of learning styles
Training room design
- choose a training room with an exterior door - use the correct type of lighting - maximize sight lines - choose the right paint color for your training room - use a strategic carpet color - allocate ample room for furniture Need to choose according to the nature of the program Exterior door should open to the outside to make it welcoming Lighting should be correct (mood lights at time) Maximize sight lines - direct connection with the speaker and the screen should be direct Strategic color influences receptivity. Room will look bigger with lighter colors while darker colors represent tighter spaces.
Good L&D Intervention
- continuous follow-up, learning is considered as a journey - L&D program is relevant to target group - Outdated Curriculum - Data driven, learning is tracked over time - Look for immediate results - encourage on-the-job learning. Learning is situational - the outcome will be visible in form of habits. Employees feel confident - L&D Intervention is interactive
training need identification
- deficiencies in performance specific group of functionaries specific area of training enhancing organizational effectiveness organizational development
classification of policies
- employee conduct - dress code safety procedures harassment policies termination employee position descriptions personnel policies/compensation & benefits policies equal opportunity and conduct policy/non-discrimination/harassment attendance policies substance abuse workplace safety polciies disciplinary policies technology policies: Device use/internet and email purchasing policy credit/late payment policies consequences of late payment return/refund policies privacy & confidentiality customer quality policy ethics and conduct policy
criteria of training - training method
- how many people do you need to train? - how will you train your employees? What is your goal in training your employees? Take into account workplace culture do you have all the tools necessary to train your employees? Do you want your employees to know everything right away? Are the employees right for the jobs they're being trained for?
travelers
- indifferent/not paying attention - talk with peers
Bad L&D Intervention
- no follow up. Learning is considered as a destination program is not relevant updated curriculum event driven leaning is not being tracked think long-term completely rely on external resource. Learning is constant the outcome will be visible in form of refreshment. Employees feel relaxed L&D intervention is one sided lecture based
Content Development
..., presents a clear central idea about the topic/prompt and fully develops the central idea with specific, relevent details and stays focused on the central idea throughout the writing. Participants manual/handouts Facilitators guide Training aids Session flow Presentations/PPTs
Gagne's 9 Events of Instruction Model
1) gaining student attention 2) motivating student 3) stimulating recall of prior knowledge or past experiences 4) providing overview of lesson informing student of objectives 5) presenting, explaining, or demonstrating knowledge/skills 6) practicing with supervision 7) summarizing information to be learned 8) assessing learning providing feedback and performance correctness 9) enhancing retention and transfer
ASSURE Model
1-Analyze your learners 2- State your instructional objectives 3- Select the methods, media, and materials you and your students will use 4- Utilize the methods, media, and materials 5- Require learner participation 6- Evaluate and revise
Training Process
1. Assessment 2. Objectives 3. Selection 4. Implementation 5. Evaluation - identification of training needs: identify the variables to be amended at the level of individual and collective competencies -design of training: select adequate methods and content to develop competencies -Dissemination of training: select teaching techniques to close competency gaps -evaluation of training: objective criteria and indicators to measure training efficiency and impact -post-training follow-up: competencies to develop and reinforce to ensure learning transfer
recruitment process
1. Identify the Vacancy 2. Write the Job Description and the Person Specification 3. Advertise 4. Evaluate applicants + short list 5. Interview applicants short listed 6. Select candidate(s) + offer contract 7. Give feedback to unsuccessful candidates - selection of candidates: select the right profiles on the market that best meet the requirements of the customs administration - evaluation of candidates: assess applications on the basis of a pre-define competency matrix -recruitment: optimize the costs of the recruitment process -retention and loyalty: attract and retain the best candidates on the market
Training Content for different categories of employees:
1. Orientation training: company's values and vision, company culture, leadership team into new hire paperwork, administrative procedures and key corporate policies 2. compliance training anti-harassment training, workplace safety, HR Law, ISO (international organization for standardization), diversity training, safer workplace 3. onboarding training: benefits of onboard training, employees find ways to stay engaged and productive at work. Employees are assimilated into the culture and the team 4. Managerial training Proper and timely delegation, ways to maintain motivation in your team, how to provide proper feedback, coaching 5. Leadership skills Employee engagement, leadership styles, better ways of influencing people, build a strong and united team, gain more self-confidence in leading a team etc. 6. Technical Training Data analysis, content writing, coding, social media management, programming, etc. 7. Soft skills development training: Ownership, conflict resolution, emotional intelligence, time management, ethics, adaptability, business etiquette, commitment, etc. 8. product specific training: Incorporates information about the products or services the organization offers 9. health, safety, and security training Educates employees on keeping themselves safe for workplace injuries or work-related accidents 10. Mandatory training E.g. food business have to ensure any staff who handle food are supervised properly and receive food hygiene training
Competency profiling
A job analysis method that focuses on the skills and behaviors needed to perform a job successfully Define your organizational goals Define your competency architecture Set realistic timelines Identify your participants Create a competency shortlist Properly instruct your participants Manage your competency selection process Finalize your competency profiles Engage your organization
Honey & Mumford Learning Styles
Activists: Fully involved, like new challenges Reflectors: Stand back, observe, then reach conclusions Theorists: Adapt and apply their observations, perfectionists Pragmatists: will try out new ideas to see if they work
Worker's training program
Aircraft mechanic training Automotive training Boliermaking training Brick mason training Carpenter training Construction training Electrician training Firefighter training Heavy equipment operator training Gardening, landscaping, & Groundskeeping training Machinist training Maintenance & Janitorial training Painter training Pipefitter training Plumber training Truck driver training Welder training
a good employee training policy entails the following
An induction process fosters appropriate work ethic and skills Technologies refresh courses enhance efficiency and effectiveness LMS 1:1's, self-based learning Technology is changing everyday Helps to keep at par with other competitive forces in the market Find other policies online to compare policies Enhanced long-term productivity
Merrill's Principles of Instruction
An instructional design model based on the four principles of activation, demonstration, application and integration. Merrill believed these are necessary to the success of a learner. Educators need to show the learners what is going to be learned rather than telling them about it.
Preparing to train/teach:
Anticipating the needs and expectations of your participants Their expectations of the training program, to simply design and deliver the program Establishing learning goals Outcomes of the training that you expected, evaluation of the entire intervention will not succeed without goals Selecting instructional strategies to support those goals Deciding how and when to assess participants learning outcomes Detailing this plan in an effective session plan of each class Being prepared for every session
Corporate Learning is recognition as key to growth and talent development BUR
Approval ratings are low: only 20% of business leaders are satisfied with learning function performance and 50% of line managers believe performance will not change if CL is eliminated Across the globe, few board members strongly agree that their company is effective at development talent: North America (16%), W. Europe (11%), Asia (13%), Australia & NZ (21%), Eastern Europe and Russia (12%) As a result, learning is often cut, restructured, and repositioned WHY? Focus on process rather than outcomes!!*
Steps for Training & Development Plans - The T&D Plan
Assess organizational training and development needs - Where you should always start Define your training objective- One of the main reasons why training interventions fail is because they can't achieve objectives or define them Training program design - Specific to one training program, Outline of the course Adopt training principles for adults Training program development -For the content of the course Training program implementation Evaluate your training program - Outcome of the training program
ADDIE model
Five-step instructional design process that governs the development of learning programs.
In order to have a learning strategy linked to the organization's strategy and build agility, you need to:
Focus on business outcomes, not just process Align your organizations people processes (learning being through performance reviews) Ensure you are building digital and agile throughout the learning value chain to demonstrate data driven impact outcomes to the business, to the organization and externally
Holistic
Formal + Informal Learning 2. How aligned are your people processes to promote learning? Recruitment Performance management Development Promotion/exit How well do they reflect what is needed today and what is needed tomorrow?
Enjoy role of L&D Professional
Carrying out capability assessments (TNI & TNA) across the organization Designing blended learning solutions as per requirements Using various tools to create flexible and innovate learning programs Applying adult learning theories to ensure employees get the best out of them Designing a range of learning interventions, including technical, behavioral, and LDP Driving a culture of continuous professional development (CPD) Facilitating learning & development interventions through internal/external resources Creating a coaching culture in the organization Monitoring how effectively learning has been transferred to employees
Training media - by which instruction is delivered to the learners
Classrooms - most popular techniques Distance learning - save time by cutting travel expenses eLearning - learning system based on formulized teaching, using computers Mobile learning - smartphones, tablet, electronic classroom materials On the job training - unstructured - LMS Cloud-based - default on online learning as they accurately
new-hire training
Company overview training Company policies training Benefits package training Role-specific training IT Set-up and training Security training Safety training
Competency-Based HRM Model
Competencies: -Staffing & Selection a. assessment center b. behavioral based interview c. recommendations d. credentials e. experience -Education & Training a. distance learning b. in-house training (internal trainers) c. outsource training (external trainers) - Organizational development a. reward system b. team building c. career development d. EAP Counseling e. succession management f. rotation program g. strategic planning - performance management a. gap analysis b. multirater feedback i. supervisor ii. Peers iii: subordinates iv: Customers iiv: vendors
Training drawbacks
Cost can be exorbitant - one of the potential disadvantages is the cost of the process, it costs money on employee training, it will never go away so it's important to budget effectively Quality depends on the trainer's qualifications - learns best through a supervised practice, is a special skill Takes time from daily operations - training employees out of actual working hours. Good results come from effective training, need to be properly calculated Employees can take their skills to a competitor - one of the biggest threats Control of the training - if the trainer does not do the training, you like it, this could create bad habits
How well can you demonstrate business impact through outcomes?
Create the virtuous cycle that links back into the role given to learning and development within the organization Are you able to make it attractive? Is it important to test people to see if they have retained the knowledge they have? Actively showing how learning is being leveraged in the workplace? How much is able to pull through in business impact? What level of impact is important and reporting that back to the organization.
Factors influencing policy
Laws of the country and the degree of change in the external environment Management philosophy and values Financial impact - organizations overall finances Social values and customs
Benefits to the Individual Which in Turn Ultimately Should Benefit the Organization:
Helps the individual in making better decisions and effective problem solving Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalized Aids in encouraging and achieving self-development and self-confidence Helps a person handle stress, tension, frustration and conflict Provides information for improving leadership knowledge, communication skills and attitudes Increases job satisfaction and recognition Moves a person toward personal goals while improving interactive skills. Satisfies, personal needs of the trainer (and trainee) Provides the trainee an avenue for growth and a say in his/ her own future. Develops a sense of growth in learning Helps a person develop speaking and listening skills; also writing skills when exercises are required
what we really need is a renaissance of humanistic skills such as
Empathy creativity Collaboration and teaming Judgement Critical thinking
HR Training and business management
HR professionals to upskill themselves to handle the additional responsibilities that come with the strategic role - that of a business partner Such as closely interacting with clients (other departments/department heads), innovating recruitment practices, making strategic decisions to policies and aligning them to organizational objectives, managing change, formulating reward and recognition programs, working with technology, driving leadership alongside HR and going beyond the walls of HR
Why is there a need for training employees?
Higher productivity - essential to meeting competition in the market Quality improvement - customer have become quality conscious, satisfy the customer Reduction of learning time - training is essential with trial and error Industrial Safety - Reduction of turnover and absenteeism Technology update -
Formulation of Policy
Identify the areas Collecting data Evaluating alternatives Communicating the policy Evaluation of the policy Compared with pre-determined standards HR policies should help the workplace unite
Purpose of Orientation
New inexperienced workers to the organization to help intake Explain how the company is structured Provide new employees with a list of contacts in each department Offer reference materials, guides, and cheat sheets Describe regular procedures such as how to request a day off or book a meeting room Asl them to sign non-disclosure agreements and other forms Go over what a typical workday look like Schedule meetings for new employees with the company's leaders and other staff members Assign them a mentor to answer their questions and guide them Review the job description and responsibilities
Benefits of training
Improved employee performance - able to perform their job, training will give them greater responsibilities and enhance their performance. Will help the company Improved employee satisfaction and morale- company makes sure the employees feel valued Addressing weaknesses - training program allows them to strengthen their skills as everyone needs to improve in a certain area, reduce weaknesses in a company Consistency, clear understanding of expectations and procedures - ensures employees have background knowledge, all employees need be aware of procedures and expectations of a company Increased productivity and adherence to quality standards - productivity increases efficiency in processes will improve the company's turnover Increased innovation in new strategies and products - ongoing training increases workflows Reduced employee turnover and recruitment costs - staff are more likely to feel valued as training is invested Enhances company reputation and profile - having a strong successful strategy
Benefits in Personnel and Human Relations, Intra and Intergroup relations and policy implementation:
Improves communication between groups and individuals Aids in orientation for new employees and those taking new jobs through transfer or promotion Provides information on equal opportunity and affirmative action Provides information on other government laws and administrative policies. Improves interpersonal skills Makes organization policies, rules and regulations viable Improves morale Builds cohesiveness in groups Provides a good climate for learning, growth, and co- ordination Makes the organization a better place to work and live.
Objectives of training and development
Increase efficiencies in processes Increase motivation and engagement Reduce employee turnover Upskill employees Risk management Definition: Organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So every modem management has to develop the organization through human resource development. Employee training is the important sub-system of human resource development. Employee training is a specialized function and is one of the fundamental operative functions for human resources management. Human Resources are the most important resources of any organization. Trained Employee is a priceless stone Meaning: After an employee is selected, placed and introduced he or she must be provided with training facilities. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Dale S. Beach define the training as "... the organized procedure by which people learn knowledge and/or skill for a definite purpose. In other words, it improves, changes, molds the employee's knowledge, skill, behavior, aptitude, and attitude towards the requirements of the job and organization. It refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and. organization. Generally, line managers ask the personnel manager to formulate the training policies. The personnel Manager formulates the following objectives in keeping with the company's goals and objectives: To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organization. To prevent obsolescence. To impart the new entrants the basic knowledge and skill they need for an intelligent performance of a definite job. To prepare employees for higher level tasks. To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields. To build up a second line of competent officers and prepare them to occupy more responsible positions. To broaden the minds of senior managers by providing them with opportunities for an interchange of experiences inside and outside with a view to correcting the narrowness of outlook that may arise from. over specialization. To develop the potential of people for the next level job. To ensure smooth and efficient working of a department. To ensure economic output of required quality To promote individual and collective morale, a sense of responsibility, co-operative attitudes and good relationships
Objectives of training
Increase efficiencies in processes - ensure all employees have technical skills needed to perform the job Increase motivation and engagement - shows employees feel valued, increases engagement Reduce employee turnover - important aspect is the give context to the worker, so it supports the why of the company Upskill employees Risk management
Training at professional institutions
Indian Institute of Management (IIMs) Indian Institute of Technology (IITs) Indian Institute of Science (IISc) Private professional institutions & non-technical training courses Public industrial training Institutes (It is) Private owner Industrial Training Centers (ITCs)
Training delivery methods
Instructor-led classroom training (ILT) most traditional Most preferred way to learn, most effective Virtual classrooms Form of text, documents, videos in real time Virtual trainings can offer a human touch Online or e-learning Presentation, taking quizzes, assignments Flexible learning opportunity in a short period of time Mobile learning Micro learning On the go e-learning Blended learning Leverage combination of approaches Diverse learning and complex objectives
Any Training & Development Plans includes following steps:
Introduction The following considerations are meant to round out the vast advice offered in the section Overview of Training and Development. These considerations do not replace information in that section. This framework should not be used without having first read that section. As previously noted, training and development can be initiated to address a "performance gap"(learning needed to meet performance standards for a current task or job), "growth gap" (learning needed to achieve career goals) or "opportunity gap" (learning needed to qualify for an identified new job or role) the following considerations apply to any of these situations. The information frequently references supervisors and employees/learners. However, information also applies to learners wanting to develop their own training and development plan. The terms "employee" and "learner" are used interchangeably in the following. Planning — Some Considerations for Developing the Training & Development Plan Be Sure to Document Training and Development Plan (Goals, Methods and Evaluation) carefully consider using some form of a training and development plan, even if thinking about informal means of training and development. Sketching out a plan with goals, intended methods and evaluation, will at least give you a sense of what you want and how you'll recognize if you've gotten it or not. Don't expect perfection in the plan or the learner. Start simple but start. Then update the plan as you go along. Don't Worry About Whether Your Plan is perfect or not — The Plan is Guide; Not Law The key is to get started. Start simple but start. Do the best that you can for now. There is no perfect plan. You're making the plan according to your nature and needs. Also, it's not important to stick to the plan for the sake of the plan. Deviations from the plan are to be expected. It's important that deviations are recognized and explained. Remember that Development is a Process Often, the ongoing reflection and discussions between supervisor and learner are far more important than results produced by learners during the training and development process. I appreciate this interaction as much as reaching any objectives in the plan. Requirements of Learners Learning often involves new skills, developing new behaviors. After many years of classroom education, it's easy for us to take a course where all we must do is attend each meeting, take notes and pass tests — and call this learning. One can complete a master's in business administration (MBA), but unless they're willing to actually apply new information, they'll most likely end up with an office full of unreferenced textbooks and a head full of data, but little knowledge and wisdom. For the learning process to succeed, the individual must be willing to take risks. Stick your neck out, including by telling the instructor when you're confused or disappointed in the course. Don't wait until the course is over when nothing can be done about it. Growth Involves the Entire Learner: If learning is to be more than collecting new information, then we must involve ourselves completely in our learning experiences. Unfortunately, too many development programs still operate from the assumption that the learner can somehow separate personal development from professional development. So, we end up getting a great deal of information about finance and sales, but little help with stress and time management. Then, after schooling, when we enter the hectic world of management, we struggle to keep perspective and we're plagued with self-doubts. True learning involves looking at every aspect of our lives, not just what's in our heads. So, include courses, e.g., in Stress Management and Emotional Intelligence, in your training and development plans. Growth Requires Seeking Ongoing Feedback: Many of us don't know what we need to learn — we don't know what we don't know. Therefore, feedback from others is critical to understanding ourselves and our jobs. Feedback is useful in more ways than telling us what we don't know. Feedback also deepens and enriches what we do know. Research indicates that adults learn new information and methods best when they a) apply the information and methods, and b) exchange feedback around those experiences. However, we're often reluctant to seek advice and impressions from others, particularly fellow workers. We're sometimes reluctant to share feedback with others, as well. The Giving and Receiving Feedback might be useful to you.
Benefits of training to the organization
Leads to improved profitability and/or more positive attitudes toward profits orientation Improves the job knowledge and skills at all levels of the organization Improves the morale of the workforce Helps people identify with organizational goals Helps create a better corporate image Fasters authenticity, openness and trust Improves the relationship between boss and subordinate Aids in organizational development Learns from the trainee Helps prepare guidelines for work Aids in understanding and carrying out organizational policies Provides information for future needs in all areas of the organization Organization gets more effective decision-making and problem solving Aids in development for promotion from within Aids in developing leadership skill, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display Aids in increasing productivity and/or quality of work. It helps keep costs down in many areas, e.g., production, personnel, administration, etc. Develops a sense of responsibility to the organization for being competent and knowledgeable. Improves labor-management relations Reduces outside consulting costs by utilizing competent internal consulting. Stimulates preventive management as opposed to putting out fires. Eliminates sub-optimal behavior (such as hiding tools) Creates an appropriate climate for growth, communication Aids in improving organizational communication Helps employees adjust to change Aids in handling conflict, thereby helping to prevent stress and tension
6 steps - design training plan
Learning Objectives Requirements of Learners Steps for training and development plans - The T&D Plan Planning implementation of training plan training room design (sitting) the training procedure
Principles of training
Learning is an active process Understanding the impact of past knowledge and experiences Learning does not mean bombarding a lot of information at once Learners always think they know more than they do Feedback is extremely important Retention of what has been learned Creating a non-toxic and relaxed learning environment Discussing the bigger picture Focus on practical learning Allow socializing
the three representational modes (TRiM)
Linguistically - reading, watching, the verbal communication, etc (most accurate way of learning) NOTE TAKING has been a positive impact Non-linguistically - this includes the audio, smell, kinesthetic, mental pictures, etc Affectively - this is the essence of our emotions, feelings, etc. How many processors encode all information that is perceived, as per TRiM? 3.
HR Development
Measuring employee performance; teaching employees new knowledge, skills, and abilities - performance evaluation: evaluation based on precise performance criteria (expected behavior and valued excellence practices) -staff mobilization: individual responsibility in developing and valuing competencies -career management: orientation based on staff potential and interests - staff turnover: staff mobility from a competency development perspective
Some of the useful metrics include case studies and visuals
Multimedia training Web-based training Live webinars
The training procedure
Orientation Training requirements Testing Evaluation 1. Identifying training needs 2. Establish specific objectives 3. Select appropriate methods 4. Implement programs 5. Evaluate program 6. Feedback Model/Rival Approach Based on the concept of modelling (by Bandura) One human acts as the trainer for the second human One human presents the other with objects, asks questions about them then provides rewards/praise for desired responses The second human is also considered a "rival" for the trainer's attention Roles of the trainer/model are frequently reversed and Alex had the opportunity to partake in sessions If the purpose of the training was to acquire a label, Alex would be rewarded with the object
Professional Acronym
P - Prepare Yourself for becoming CLDP International recognized certification verifiable with lifetime validity Course content curated by the worlds most esteemed thought leaders, deans, chairs, professors, and academic affiliates from prestigious universities such as Yale, MIT< Stanford, Wharton, and Harvard Access to GSDC CLDP E-Learning session from industry experts Become a part of the global 10,000+ GSDC CLDP Certified professionals' community CLDP Certification is trusted by organizations across 90+ countries R - Remove Your Myths, Live in Reality O - Optimize Cost of Good L&D Intervention Vs. Bad F - Follow L&D Design Process E - Enjoy role of L&D Professional S - Start Using L&D Tools & Models S - Smart Outsourcing & Vendor Management I - Internal Team Management & Business Alignment O - Operate well in difficult situations N - Nurture yourself by avoiding errors A - Apply & Implement your MAP L- Learning is forever (LIFE)
How to improve you presentation: delivery
PowerPoint Verbal delivery Body language
Training aids - take portability, visibility, and practicality into account
Projective - project it on a particular slide: Motion pictures Videos Color slides Overhead projector transparencies Computer pallet Non-projective: Chalkboard Whiteboard Charts and diagrams Models Exhibits Handouts Tape recorder Experience - hands on training: Live training aids
The term "competence" first appeared in an article authored by
R.W. White in 1959 as a a concept for performance motivation It can be measured by standards
deliver and develop concepts
Setup: troubleshooting a computer that constantly freezes, you might want to stress the imporance of preventative maintenance Delivery: Pieces of data and files get scattered about on the disk, making it more difficult for the operating system to retrieve data and hence the machine responds slowly Follow-up: bring closure to the new material presented. Be sure to enable a smooth transition from one concept to another by linking where appropriate
Other supporting theories
Reinforcement theory People are motivated from their behavior, positive reinforcement when doing the right thing Must do it again and again to get rewarded and to get a positive outcome Negative reinforcement stops the negative behaviors Social learning theory Observing others Direct experience Goal theory Need theory Expectancy theory
How to improve your presentation skills: Preparation -
Research your audience Structuring your presentation (opening, body & closing) Practice, practice, practice, but don't memorize
Supervisory training and development program
Role of the supervisor training Communication training Recognition and teamwork training Delegation and accountability training Building trust training Managing differences training Handling pressure training Conduct performance reviews training Discipline employee training Handle challenging employee training Conduct effective meetings training Motivate employee training
The courage to overcome our reluctance and fears is often the first step toward achieving true meaning in our lives and our jobs
Selecting the Training and Development Goals Remembering Some Basic Principles About Adult Learning When Selecting Methods Some Basic Mistakes to Avoid When Selecting Methods General Suggestions for Building More Learning into the Plan General Suggestions for Building More Learning into Our Lives Summary of Above Suggestions to Enrich Training and Development
The four development levels
Self-Reliant Achiever (D4), Capable, but Cautious, Performer (D3), Disillusioned Learner (D2), Enthusiastic Beginner (D1)
Self, meta cognition, knowledge (SMCK)
Self-system: what value do we place upon the presenting task (will we do it or not)? Metacognitive system: design strategies for accomplishing the presenting task. How do we go about solving a complicated task? Cognitive system: process the presenting task so that we may learn it Knowledge domain: the cognitive domain draws upon our knowledge domain for information that helps us solve the presenting task What does M stand for in SMCK? Metacognition
Planning Implementation of Training Plan -
Set specific goals to meet each training need you've identified List everyone who needs to be trained in each topic area Set up a training schedule Choose the appropriate methods for each group of trainees in each topic area
external factors influencing policy
Socio-Political Factors: several groups in society are directly and indirectly interested in and affected by the functioning of organizations. They tend to exert some influence directly and through their representatives in government on organizations in their policy determination. For Example— Groups which advocate environmental safety, may pressurize manufacturing enterprises .to go in for an antipollution policy. Government may bring in legislation to ensure product, safety and quality. Product Market Factors: every organization, whether business or non-business, has something to offer to society and has its own clientele group of users. The policies determined by the individual organization have to reflect the needs and expectations of its clientele group as also the conditions and behavior of the product market environment. For example-In the case of a business enterprise, the characteristics of its product market nature of demand and competition. type of customers, structure of industry and so on; influence its marketing policies in particular and other policies in general. Resource Market Factors: organizations draw their input requirements from society and the external environment. Therefore, the nature and behavior of markets for the organizations resources tend to behave an unmistakable influence on policy determination, for example, personnel policy, financial policy, purchase policy and so on.
Methods of training
Technology based learning People feel engagement is higher because they feel more comfortable behind a screen with no camera or voice on rather than face to face interaction Cons is that Wi-Fi can drop, engagement is lower than usual Simulators Send a reflection zone for participants Can be in any form like question/answer, video then reflection, etc. On-the-job training Coaching/mentoring Lectures Group discussions & tutorials Drawback is having more participants for a healthy group discussion Role playing Strongest mythological training Management games Outdoor training Films and videos Case studies
Ken Blanchard's Situational Leadership Model
Square arrow up: supportive behavior arrow right: directive behavior top left: supporting - don't know you know top right: coaching - know you don't know bottom left: delegating - know you know bottom right: directing - don't know you don't know
Steps for training needs assessment
Step 1: Identify the business need Step 2: Perform a gap analysis Step 3: Assess Training Options Step 4: Report Training Needs and Recommend Training Plans
Learning Objectives
Student learning outcomes to be achieved by the end of the lesson or learning segment. A learning objective is what you want the learner to be able to do, explain, or demonstrate at the end of the training period Good learning objectives are performance based and clear, and the result of the learning objective can be observable or measured in some way. Example: Perform a variety of customer needs analyses using company software Understand and utilize the new expense tracking software Explain the safety procure in handling chemicals Demonstrate ethics when handling customer complaints
Areas of Training
Technical or Technology Training: advances a software or program for an organization Quality Training: Teaches us how to deal with quality approval with tangible products Job skills - skills that the job needs to be done efficiently, assessment of customer need Soft skills - sexual harassment and ethics training, build rapport with the customer, used in every interaction with the customer Professional training and legal training - often external Team training - allows problem solving, communication resulting in productive businesses, as process to acheieve business results. The organization is restructured after this module. This improves communication, making the workplace more enjoyable, improves productivity Managerial training - combination of soft skills and learning technical in nature Safety training - the organization is meeting these standards. Evacuation plans Organization provide training to their employees in the following areas Company Policies and Procedures: This area of training is to be provided with a view to acquainting the new employee with the Company Rules, Practices, Procedures, Tradition, Management, Organization Structure, and Environment Product! Services offered by the company etc. This acquaintance enables the new employee to adjust himself with the changing situations. Information regarding company rules and policies creates favorable attitudes of confidence in the minds of new employee about the company and its products/services, as well as it develops in him a sense of respect for the existing employees of the company and the like. The company also provides first hand information to the employee about the skills needed by the company, its development programmers, quality of products/services and the like. This enables the new employees to know his share of contribution to the organization's growth and development. Training in Specific Skills: This area of training is to enable the employee more effective on the job. The trainer trains the employee regarding. Various skills necessary to do the actual job For example, the clerk in the bank should be trained in the skills of making entries correctly in the edge, skills and arithmetical calculations, quick comparison of figures, entries and the like. Similarly, the technical officers are to be trained in the skills of project appraisal, supervision, follow-up and the like Human Relations : Human relations training assume greater significance in organizations as employees have to maintain human relations not only with other employees but also with their customers. Employees are to be trained in the areas of self-learning, interpersonal competence, group dynamics, perception, leadership styles, motivation, grievance redressal, disciplinary procedure, and the like. This training enables the employees for better team work, which leads to improved efficiency and productivity of the organization. 5 Problem Solving : Most of the organizational problems are common to the employees dealing the same activity at different levels of the organization. Further some of the problems of different managers may have the same root cause. Hence, management may call together all managerial personnel to discuss common problems so as to arrive at effective solutions across the table. This not only helps in solving the problems but also serves as a forum for the exchange of ideas and information that could be utilized. The trainer has to organize such meetings, train and encourage the trainees to participate actively in such meetings. Managerial and Supervisory : Even the non- managers sometimes perform managerial and supervisory functions like planning, decision-making, organizing, maintaining inter-personal relations, directing and controlling. Hence, management has to train the employee in managerial and supervisory skills also. Apprentice : The Apprentice Act, 1961 requires industrial units of specified industries to provide training in basic skills and knowledge in specified trades to educated unemployed /apprentices with a view to improving their employment opportunities or to enable them to start their own industry this type of training generally ranges between one year to four years. This training is generally used for providing technical Knowledge in the areas like trades, crafts etc.
KEMP instructional design model
The Kemp model encourages the designers to take the perspective of the learner so that their needs, priorities, and constraints are taken into consideration as the objectives, course material, and assessments are created and implemented.
Training Design
The process of preparing and planning events to facilitate learning To design training as per following inputs: Target audience Learning objectives Total time of training and session break up Training methodology Training tool/aids Assessment procedure Feedback process Training calculator
Student types/adult learner's type
Theorist - concluding from the experience Activist - having an experience Pragmatist - planning the next steps Reflector- reviewing the experience
Goals of orientation programs
To provide employees with informations that helps them integrate smoothly and quickly into the organization To introduce employees to the organization as a whole - its structure, philosophy, purpose, values and so forth To help new employees identify the importance of their roles within the organization and how what they do affects others To introduce employees to their departments goals and their roles in helping meet those goals To promote communication between the employee and management To communicate expectations regarding policies, procedures, and performance To make new employees feel welcome and to assure them that they made the right decision
Introduction to training and development programs
Training and development are a vital part of the human resources development Done to performance improvements, reductions in errors, job knowledge to be gained, and/or positive organizational results Training is done either on the job or off the job
Competency-Based Training
Training that focuses on the ability to perform specific tasks to a predetermined standard
Types of audiences
Traveller, Prisoner, IKIA, Learner
Requirements of Learners
Visual learners prefer seen or observed things, including pictures, diagrams, or demonstrations Auditory learners prefer information to an explanation, and re-explaining information to others Kinesthetic learners prefer physical experience touching, feeling, doing, practical hands-on learning Multi-modal learners - classroom settings that engage them with multiple learning styles alternately or in concert with one another Trainer needs to learn to engage in different learning styles
effective training techniques
Visualization Cooperative learning (small groups) Inquiry-based instruction (posing thought-provoking questions) Differentiation (customizing training based in learner's ability) Technology in the classroom Behavior management
List of Competencies: contribute to enhance employee performance
We want 10 competencies - don't have to have high expectations right away I. Competencies dealing with people a. Leading others cluste: Establishing focus Providing motivational support Fostering teamwork Empowering others Managing change Developing others Managing performance b. Behaviors for managers Attention to communication Oral communication Written communication Persuasive communication Interpersonal awareness Influencing others Building collaborative relationships Customer orientation II. Competencies dealing with business a. Preventing and solving problems cluster Diagnostic information gathering Analytical thinking Forward thinking Conceptual thinking Strategic thinking Technical expertise b. Achieving results cluster Initiative Entrepreneurial orientation Fostering innovation Results orientation Thoroughness Decisiveness III. Self-Management Competencies a. Self confidence b. Stress management c. Personal credibility d. Flexibility
Training Needs Analysis (TNA)
Where the gap between an employee's current abilities and needs for improvement are identified
needs assessment
a determination of the customer's specific needs and wants and the range of options the customer has for satisfying them
learner
a person who is learning a subject or skill. they are engaged very positive active listener takes notes they network
Training Needs Analysis
a three-step process of organizational, task, and person analysis; required to develop a systematic understanding of where training is needed, what needs to be taught or trained, and who will be trained training needs analysis is the first stage in training process and involves a procedure to determine whether training will indeed address the problem Training needs identification is done based on the past performance/appraisal and future requirements of knowledge and skills for every individual
IKIA
ask irrelevant questions over confident
Kolb's Learning Styles
concrete experience, reflective observation, abstract conceptualization, active experimentation Concrete experience - doing/having an experience Reflective observation - reviewing/reflecting on the experience Abstract conceptualization - concluding/learning from the experience Active experimentation - planning/trying out what you have learned
The challenge of organizations today:
create a engaging customer experience through seamless digital and human interactions - in other words rethinking work as augmented human intelligence
Competence is the set of demonstrable characteristics and skills that
enable and improve the efficiency or performance of a job
How do we remember?
encoding, storage, retrieval 10% of what we read 20% of what we hear 30% of what we see 50% of what we see & hear
HR planning process
forecasting, goal setting and strategic planning, and program implementation and evaluation -human capital assessment: estimate the customers administration capital in terms of competencies -job and workforce planning: plan supply and demand of staff and competencies -staff assignment: match the competencies acquired by staff and those required for the positions - Jobs analysis: accurate and full definition of job profiles
training policy provides
guidance for allocating department resources such as trainers, money, and time. Gives a broad direction to training activities It outlines the authority given to the training department, as well as the limits to that authority
preparing to teach
idea that you are learning this material in order to teach it to someone else. You learn it a lot better because you put more effort into organizing it and understanding the information the best you can. (involves great deal of processing) - anticipating the needs and expectations of your participants - establishing learning goals - selecting instructional strategies to support those goals deciding how and when to assess participants learning outcomes - detailing this plan in an effective session plan of each class - being prepared for every session
internal factors influencing policy
personal characteristics that cause behavior The Organizational Goals and Strategies: policies must be consistent with and contribute to organizational goals and strategies. In fact, policies are meant to operationalize and implement organizational goals and strategies. Managerial Values: organizational policies are influenced to a great extent by the way in which managers perceive realities as also managerial reliefs of what is good and what is not. Managers, are considered as prime movers of organizations half their own systems of personal values (for example honesty and truth in advertising) perceptions and preferences. Organizational Resources: The resources like finance, manpower, physical equipment and so on determine the capabilities and constraints of the organization and they provide a basis for determination of policies. For Example- A competent managerial team is able to formulate a bold and dynamic set of policies and cut through obstacles in their implementation. Organizational Structure: it provides the basis 'for all managerial process including policy determination, by delimiting activities and authority roles and relationships and by providing needed staff support for exploration and development of policy options. Organizational Politics: it has been seen that human organization cannot escape from being affected to some extent from internal power, dynamics and politics, rivalry for authority, status, influence, scarce resources, as also personality clashes, vested interests, jealousies and so on. Policy determination in organization is also a political process of sub optimization, compromises tight-ropewalking and so on.
Training Needs analysis tools
questionnaires observation interviews examining work assessments competitive analysis
adult learning
self directed and patient centered Adult learning is the process of adults gaining knowledge, skills, and competence Theory and study of how adults learn is known as Andragogy Was proposed bt Malcom Knowles in 1968 It refers to the education and training of mature learners. It focuses more on the self-directed learning process
What is learning?
the process of acquiring through experience new information or behaviors Learning - the acquisition of knowledge or skills through study, experience, or being taught Learning is a process that leads to change, which occurs as result of experience and increases the potential for improved performance and future learning Learning is the process of acquiring new understanding, knowledge, behaviors, skills, values, and preferences
