Effective Training Blanchard & Thacker

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Training planned effort by the company to facilitate employees learning of job-related competencies
o Its goal is to allow employees to master KSAOs and apply it to day-to-day activities
Everyone in an organization is affected by training; significant budget are allocated to training.
Subject Matter Experts (Managers and others) are asked to provide training.
Why does this corporate emphasis on training exist? Evidence continues to grow, showing that companies
investing more in training produce improved financial results in terms of higher net sales, gross profits per
employee, stock growth and ratio of market to book value.
o However, training doesnt always lead to an improved bottom line and thus exist effective and
ineffective training.

TRAINING SYSTEM AND PROCESSES

Training provides employees with the knowledge and skills to perform more effectively.
o Allows them to meet current job requirements, and prepares them to meet the inevitable changes that
occur in their jobs.
o It is used extensively to help employees understand how they can assist in meeting corporate objectives
(Strategic).
o It requires that effective systems are in place to address the performance issues facing the organization.

TRAINING AS AN OPEN SYSTEM

Open systems have a dynamic relationship with their environment; closed systems do not.
General Open Systems Model

System's External Input Process Output

Environment
Mission Organizational Analysis Knowlege
Strategy
Structure
needs Design Skills
Policies Employee Needs Development Attitudes
Procedures
Finances Budget Implementation Motivation
Resources
People
Equipment Evaluation Job Performance
Products Staff (A.D.D.I.E.)
Technology

o It indicates that an open system depends on the environment for input that supports the system (e.g.
raw materials, capital, employees).
o Environmental inputs are transformed into outputs by the systems processes (e.g. products and
services)
o The systems output flow into the environment, and might or might not influence future inputs to the
system.
In effective systems, the output influences the environment to supply new supportive input to
the system.
A system must be responsive to the needs and demands of its environment because the
environment provides the input needed for the system to replenish itself.

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o Many open systems exist as part of another system and, therefore, are called subsystems of that larger
system.

THE TRAINING PROCESS MODEL

An effective training system is a set of processes designed to transform the organizational inputs into outputs
that meets organizational needs
o Viewing trainings as simply a program or a set of programs is too shortsighted; not just putting a large
percentage of employees through some training.
o It should be viewed as a set of integrated processes in which organizational and employee needs are
analyzed and responded to in a rational, logical and strategic manner.
The training process begins with some type of triggering event (i.e. the triggering events occurs when a person
with authority to take action recognizes that the actual organizational performance [AOP] is less than the
expected organizational performance [EOP])
1. Analysis Phase
Also known as Training Needs Analysis [TNA]
Begins with the identification of the Organizational Performance Gap [AOP is less than EOP] such as
profitability shortfalls, low levels of customer satisfaction, or excessive scrap.
There are also future-oriented performance gaps wherein the company is seen as likely to perform
poorly in the future unless changes are made
Once a performance gap is identified, the cause is identified and evaluated if whether or not its
elimination is important. Once elimination is perceived to be important, it becomes a need of the
organization.
In this process, both training and non-training needs are identified.
i. Training needs such as inadequate KSAs
ii. Non-training needs such as motivation issues, and faulty equipment.

INPUT
Organizational Analysis
PROCESS OUTPUT
Objectives
Resources Identify Training
Environment
Operational Analysis
Performance Needs
EOP Discrepancy Nontraining
job position (skills)
Person Analysis Needs
AOP

2. Design Phase
Training needs identified in the analysis phase, in addition to areas of constraint and support, are the
inputs to the design phase.

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Important process creation of TRAINING OBJECTIVES (which provides specific direction for what will be
trained and how, as well as specify the employee and organizational outcomes that should be achieved
as a result of training and become inputs to the remaining phases of the model.)
Another part is identifying the factors needed in the training program to facilitate learning and its
transfer back to the job, alternative methods of instruction, amount of practice required, the
organization of the training content, and much more.

INPUT PROCESS OUTPUT

Learning Theory Develop Training Determine the
Training Needs Objectives factors that facilitate
Organizational learn and transfer
Constraints Identify alternative
method of intruction
Evaluation Objectives

3. Development Phase
Development is the process of formulating an instructional strategy to meet a set of training objectives
as well as obtaining or creating all the things that are needed to implement the training program.
The instructional strategy consists of the order, timing, and combination of methods and elements used
in the training program.
Inputs into this phase are provided by the design phase, and include the alternative instructional
methods and the information relating to learning facilitation and transfer.
i. Even though training objectives are not direct inputs to this phase, they influence the program
development through their influence on the direct inputs
ii. Outputs are all of the things needed to implement the training program (include the specific
content of the training, instructional methods used to deliver the content, materials to be used,
equipment and media, manuals and so forth.)
These are integrated into a coherent, well-organized training plan focused on achieving
the training objectives

INPUT PROCESS OUTPUT

Determine factors that Instructional Strategy Instructional Manual
facilitate Instructional Equipment
Alternative method of Trainee and Trainer
instruction Manual
Facilitates

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4. Implementation Phase
All aspects of the training program come together during this phase; but it is a mistake to assume that
everything will happen as planned (and thus, it is useful to conduct a dry run/pilot).

INPUT PROCESS OUTPUT

Instruction Manual Dry Run Actual Training
Instruction Equipment Pilot Program Implementation
Trainer and Trainee
Manual
Facilitates

5. Evaluation Phase
Though the last phase, it actually begins during the development phase (since evaluation objectives are
outputs of the design phase)
Two types of Evaluation
i. Process Evaluation determines how well a particular process achieved its objectives (i.e.
outputs)
ii. Outcome Evaluation the evaluation conducted at the end of the training to determine the
effects of training on the trainee, the job and the organization
Uses the training objectives as the standard
Can also be used to improve training processes
By itself, it does not provide enough information for the program improvement; but in
combination with process evaluation data, they can serve as a powerful tool for
improving programs.

INPUT PROCESS OUTPUT

Evaluation Objectives Evaluation Strategy and Process Measures
Organizational Constraints Design Content Measures
Design Issues Reaction
Learning
Behavior
Results

TRENDS IN TRAINING

Successful companies in most industries must constantly realign their activities to meet new conditions while
remaining true to their mission and strategic direction
Thus, as companies adapt, their training function also needs to adapt.
Trends in training in the near future:
o Aligning training with business strategy

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o Managing talent due to demographics

o Improving the training function
o Quality
o Legal Issues

1. Aligning Training with Business Strategy

o Why is it such a priority?
i. First, it is only in the last decade that reliable evidence of trainings impact on the bottom line
has surface.
ii. Second, the business environment over the last decade has been changing rapidly, and all signs
indicate that this will continue (which would require people at all levels in the organization to be
able to make day-to-day decisions that support the business strategy.).
iii. Organizations now realize that effective training is a tool of getting better job performance,
better bottom-line results, and creating organization-wide adaptability
Worker knowledge is a competitive advantage and training is a strategic tool
2. Managing Talent Due to Changing Demographics
o Diversity
i. Increased diversity brings both the opportunity for new ways of approaching business issues ad
the challenge of finding ways to integrate these perspectives.
ii. Along with more diversity in terms of gender, ethnicity and so forth, the workforce is becoming
more diverse with respect to age (different values, priorities and approaches in terms of work).
Thus we are seeing more training focused on building bridges between older managers
and the younger subordinates and programs for team skills that focus on cooperation
and problem solving.
In general, there are increasing demands for these programs to be aligned with business
goals rather than focusing on diversity for its own sake.
o Developing the Right Talent
i. Suggested that companies will face a severe shortage of all types of labor; thus it is now and will
continue to be important for most businesses to secure workers with the right skill sets.
Baby boomers with the highest knowledge and skill levels will be the ones most likely to
leave the workforce, as they will have higher levels of retirement income.
Because of changes in technology, job design, and the like, it is estimated that more
than 75% of the workforce needs retraining just to keep up with the changes in their
current jobs.
ii. There will be a fight for graduates from colleges and technical schools.
iii. Thus training would be focused on:
Recruiting and selection process (e.g. recruiter training, behavior-based interview)
Improve retention of knowledge workers
Assess and track job requirements and employee competencies (HRIS Systems)
Development of innovative knowledge delivery systems that increase the speed with
which knowledge is obtained and provide an increased breadth of training opportunities

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in another way in which companies are creating more knowledgeable workers more
quickly (e.g. compute-based and other electronic forms of training)
iv. Competitive environment demands that organizations continuously upgrade the knowledge of
their workforce.
Consumer demands for higher quality products and services, and the fiercely
competitive global economy requires employees at every level who are more
knowledgeable, more committed to quality, show better judgment, and demonstrate
more competencies than before.
3. Quality and Continuous Improvement
o Training must be seen as an integral part of the organizations performance improvement system. If not,
it will continue to be seen as a cost center, providing less valued contributions to the organizations.
i. Training helps educate employees regarding the mission, strategy and objectives of the
organization and how these objectives are translated to each employees job behaviors.
o Experience trainers know that effective training is structured as a continuous performance improvement
process that is integrated with other systems and business strategies.
o Common traits of Improvement systems:
i. identification of performance improvement opportunities, and analysis of what caused the
opportunities to exist (Gap Analysis)
ii. Identify alternative solutions to the opportunity and selection of most beneficial, since a training
program is one of many possible performance improvement solutions.
iii. Design and implementation of the solution
iv. Evaluation of results to determine what, if any, further action should be taken.
o The training does not stop and start with each program; rather, it continuously searches for
performance improvement opportunities, develops and implements solutions, and evaluates the
effectiveness of the solutions.
o Quality improvement is a key component of most continuous improvement processes. (Training is an
important part of attaining ISO certification and maintaining it; and it consequently helps improve
training.)
i. Advantages include 1.) Improved efficiency, 2.) Higher productivity, 3.) Better internal
communication, 4.) Improved quality image and market competitiveness, 5.) Increased
customer preference, 6.) Increased awareness of opportunities for process and quality
improvements, and 7.) Reduced costs and improved ability to document quality control
processes to their customers.
ii. Six times less likely to experience bankruptcy, 76% lower warranty costs in customer-discovered
defects, and allow 36% less bureaucracy within their company structure.
4. Legal Issues
o Equal employment opportunity, affirmative action, sexual harassment and related legislation have
placed legal requirements on businesses regarding specific types of training.
o Equity
It is illegal to exclude people from training on the basis of gender, race, age, and disabilities
(the protected group).

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Employers must make sure that criteria for selecting people into training programs are based on
bona fide job requirements.
If members of the protected group can demonstrate that they have been adversely affected
because they did not receive training that was provided to those who received those benefits,
the burden of the proof falls on the employer to demonstrate that its practices re job-related a
consistent with business necessity.
For promotions, a company can avoid such claims by allowing equal access to training
for all jobs in a job classification.
Thus legal problems in equity falls under the selection process rather than training
opportunities.
For those with disabilities, reasonable accommodation means making training facilities and
materials readily accessible and useable to those with a disability.
If training is considered to be related to essential job functions and the disability
prevents the person from participating in the training, then, unless undue hardship can
be demonstrated, the employer is obligated to provide alternative training that
develops the same competencies.
Not only do protected groups need equal access to training, they must receive equal treatment
while participating in training. This means that the training must provide equal opportunities for
learning, practice and feedback.
o Required Training
Some training is required by law, and not doing so will subject the company to sanctions from
the court (e.g. handling hazardous materials).
Some training is ordered by the government to redress problems identified in court proceedings
(e.g. Discrimination = Diversity training, sexual harassment = sexual harassment trainings).
In some cases, even though training is not legally required, it makes good legal sense to provide
training. (Good-faith efforts of employers).
In designing training programs to deal with discrimination and harassment, training needs to
avoid training that itself is discriminating or harassing.
o Liability for Injury or Illness
Employers are responsible for financial damages resulting from injuries or illness caused by
participation in training.
Trainees need to be warned of any dangers associated with training, be it trained in
methods of preventing the dangers from occurring, and be provided with safety
equipment.
Employers are also liable for injuries to nonemployees resulting from a poorly or incorrectly
trained employee.
o Confidentiality
An employees performance during and at the conclusion of training is confidential, in the same
manner as other employee information. Thus, if performance in training is to be used in
promotion or salary decisions, the employee must be informed that it will be used in that way.
Trainers must also avoid discussion of the trainees performance with other employees.

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CAREER OPPORTUNITIES IN TRAINING

To understand the types of career paths training offers, it is necessary to understand how the training unit fits in
the organization.
The smaller the organization, the greater the breadth of responsibility each person in the training unit will have.
Entry level position in a large companys HRD department are usually at the specialist level, thus, a new hire
with little experience but good education in training could start out as a materials designer or a stand-up trainer,
depending on her KSAs
In a medium-sized company (around 1000 employees), the HRD activities of employee and management
training may not be separated into separate units, but carried out by the same small group of people under the
guidance of the HRD manager. Each individual is expected to do all (or most) aspects of each activity.
In smaller businesses (100 300 employees), they may not have an HRD or training department at all. Instead, a
single individual may be responsible for all training activities.
In even smaller businesses, many of the HR responsibilities are decentralized out to the line managers. HR
departments may consist of only one or two people who handle the core activities and act as consultants and
facilitators for the line managers.
Another career path for a training and development professional is a member of training and consulting firm.
These people market some core set of knowledge they have acquired through their work experience, education
or both.

IMPORTANT CONCEPTS AND MEANINGS

Learning a relatively permanent change in cognition (i.e. understanding and thinking) that results from
experience and that directly influences behavior.
KSA (Knowledge, Skills, Attitudes) the three outcomes of learning
Knowledge is an organized body of facts, principles, procedures, and information acquired over time. Thus
learning refers to:
o The information we acquire and place into memory (declarative);
Declarative knowledge a persons store of factual information about a subject. Facts are
verifiable blocks of information. Evidence of factual learning exists when the learner can recall
or recognize specific blocks of information.
o How information is organized for use, into what we already know (procedural); and
Procedural knowledge at a higher level is the persons understanding about how and when to
apply the facts that have been learned. It allows trainees to understand the underlying rationale
and relationships surrounding potential courses of action so they can apply their factual
knowledge appropriately.
o Our understanding of how, when and why information is used and is useful (Strategic).
Strategic knowledge the highest level of knowledge, which is used for planning, monitoring
and revising goal-directed activity. This consists of a persons awareness of what he knows and
the internal rules he has learned for accessing the relevant facts and procedures to be applied
toward achieving some goal.

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When this type of knowledge is the focus of training/education, it is often called learning how
to learn program.
Abilities general capacities related to performing a set of tasks that are developed over time as a result of
heredity and experience.
Skills a proficiency at being able to do something rather than just knowing how to do it. It is the capacities
needed to perform a set of tasks, which are developed as a result of training and experience.
o General capacities to perform a set of tasks developed as a result of training and experience. (some
evidence suggest that skills are also influenced by heredity)
o Knowledge is the prerequisite for learning skills.
o Skill level is demonstrated by how well one is able to carry out specific actions.
o Two Levels of Skill Acquisition:
Compilation (Lower) one needs to think about what he is doing while performing the skill.
When a person is learning a skill or only recently learned.
Thinking about what you are doing slows you down.
Automaticity (Higher) one is able to perform the skill without really thinking about what
he/she is doing.
Acquired through practice.
Attitudes employee beliefs and opinions that support or inhibit behavior.
o The belief and opinions the person holds about the objects or events (e.g. management) create positive
or negative feelings about those objects and events, and thus, changing them can change the desirability
of the object or event.
o Motivation which is reflected in the goals people choose to pursue and the effort they used in
achieving those goals are influenced by how a person feels about things related to the goals.
Competencies a set of KSAs that enables a person to be successful at a number of similar tasks.
o The competencies required to perform the job are determined through an analysis of the tasks.
o Moreover, it is the ability to integrate and use the KSAs to perform a task successfully.
o The KSAs determine what types of training will improve competencies and, thus, lead to improved job
performance.
Training the systematic process of providing an opportunity to learn KSAs for current or future jobs.
o A set of activities, which provides opportunity to learn.
Development the learning of KSAs.
o Result of learning; the desired outcome of those activities.
Training departments also known as Human Resource Development; Management training also known as
Management Development
o This changes shifts focus from process to outcome
Education compared to training, it focuses on more general KSAs related, but not specifically tailored, to a
persons job or career.

FOCUS ON SMALL BUSINESS

Small Business organizations with fewer than 100 employees.

Difference with large organizations
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o Large companies train greater number of employees that need to be trained; and thus uses a more
systematic and controlled method of determining what training needs exist
o The owner/president can have a close working knowledge of each employee and his/her training needs
o Smaller businesses can easily determine what types of training are more or less important to the
companys objective, and can design training accordingly; larger companies require a more rigorous
approach to identifying needs since more employees are employed.
o Larger companies may be able to reduce per-person cost of training if common training is needed across
the workforce.
o Small companies can use less costly and formalized methods for evaluating training.

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