© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill• Explain the role of the manager in identifying training and supporting use of training on-the-job.. High-leverage training i
Trang 1© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
• Explain the role of the manager in identifying
training and supporting use of training on-the-job.
• Conduct a needs assessment,
• Evaluate employees’ readiness for training.
• Discuss the strengths and weaknesses of
presentation, hands-on, and group training methods.
• Choose an appropriate evaluation design based
objectives and analysis of constraints.
• Design a cross-cultural preparation program.
Trang 2Training and Learning
Organization
Training refers to a planned effort by a company to Training
facilitate the learning of job related knowledge, skills,
or behavior by employees.
High-leverage training is linked to strategic business High-leverage training
goals and objectives, is supported by top-management, relies on an instructional design model to ensure the
quality of training and to contain costs, and is compared
or benchmarked to programs in other organizations.
A learning organization is one whose employees are learning organization
continuously attempting to learn new things and apply
7-2
Trang 3© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Essential Features of Learning
Organizations
Continuous learning
Knowledge generation and sharing
Critical systematic thinking
Learning culture
Encouragement of flexibility and experimentation
Valuing of employees
7-3
Trang 4Designing Effective Training
Systems
7-4
Conduct needs analysis
Ensure employee readiness for training
Create learning environment
Ensure transfer of training
Evaluate training program
Conduct needs analysis
Ensure employee readiness for training
Create learning environment
Ensure transfer of training
Evaluate training program
Trang 5© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
The Needs Assessment Process
7-5
Training Pressure Points
- Is it a training problem?
- Who needs training?
- Are employees ready
Person Analysis
Trang 6Implications of Business Strategy
for Training
7-6
Strategy
How Achieved Key Issues
Training Implications
Concentration - improve
quality
- current skills
- develop work force
- team building
- cross-training
- people skills
- on-the-job
Trang 7© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Implications of Business Strategy
for Training
7-7
Strategy
How Achieved Key Issues
Training Implications
Concentration
Internal Growth
- improve quality
- current skills
- develop work force
- new products
- joint ventures
- innovation
- creating new jobs & tasks
Trang 8Implications of Business Strategy
for Training
7-8
Strategy
How Achieved Key Issues
Training Implications
- current skills
- develop work force
- new products
- joint ventures
- innovation
- creating new jobs & tasks
- team building
- identify capabilities
Trang 9© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Implications of Business Strategy for Training
- current skills
- develop work force
- new products
- joint ventures
- innovation
- creating new jobs & tasks
- team building
- identify capabilities
- cost/asset reduction
Training Implications
Trang 10Ensuring Employees’ Readiness
for Training
7-10
believe they can learn training content
understand the benefits of training
are aware of their career interests, training needs
and goals
understand the effects of work environment
situational constraints
social support
possess basic (literacy) skills
believe they can learn training content
understand the benefits of training
are aware of their career interests, training needs
and goals
understand the effects of work environment
situational constraints
social support
possess basic (literacy) skills
Motivation to learn can be increased by ensuring that employee’s
Trang 11© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Creating a Learning Environment
7-11
Know training objectives
Link own experiences to training
Opportunities to practice
Feedback
Learn by observing others
Coordinated training programs
Know training objectives
Link own experiences to training
Opportunities to practice
Feedback
Learn by observing others
Coordinated training programs
Needs of employees to enhance learning
Trang 12Ensure Transfer of Training
7-12
Climate for transfer
Make self-management a part of training
Opportunities to use training
Peer and manager support
Technological support
Climate for transfer
Make self-management a part of training
Opportunities to use training
Peer and manager support
Technological support
Trang 13© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
adventure (wilderness) learning
team training, and action learning
adventure (wilderness) learning
team training, and action learning
Trang 14Evaluating Training Programs
what of value does the company gain
Five categories of evaluation include:
Trang 15© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Reasons for Evaluating Training
7-15
Determine if program met objectives
Determine trainee’s reaction to program
content and administration
Determine benefits / costs of program
Help select the best program
Determine if program met objectives
Determine trainee’s reaction to program
content and administration
Determine benefits / costs of program
Help select the best program
Trang 16Training Evaluation Designs
Trang 17© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Costs of conducting evaluation
Speed needed in obtaining data on program
Costs of conducting evaluation
Speed needed in obtaining data on program
effectiveness
Trang 18Legal Issues
7-18
Legal
injury during training
using copyrighted material
injury during training
using copyrighted material
Trang 19© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Three Phases of Cross-Cultural
Trang 20Managing Work Force Diversity
Through adherence to legislation
Through diversity training programs
Attitude awareness and change programs
Behavior-based programs
7-20
Trang 21© The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill
Three Phases of Socialization
7-21
•Anticipatory socialization
•Encounter
•Settling in