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Outline
Training & Development
Training Cycle Step 1: Needs Analysis (Needs Assessment) Step 2: Design & Develop Training Program Step 3: Deliver the Training Step 4: Training Evaluation
Examples for a bank teller: Training program to correctly identify counterfeit currency Training program in the banks new computer system used by tellers to process customers transactions
Training Cycle
Training Objectives
Needs Analysis
3 Levels of Needs Analysis: Organizational analysis: What are the training needs of the organization?
What training will support the organizations strategy? Example: Internal growth strategy (growth from new products or new markets) would be supported by training in: Creative thinking New product development Understanding & evaluating potential new markets Technical competence in jobs Example: What are the training needs for other strategies? Low-cost leadership, focused (niche) concentration, external growth (mergers & acquisitions), downsizing & divesting
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Needs Analysis
3 Levels of Needs Analysis (more): Organizational analysis (more)
What training will support the organizations culture, goals, & priorities? Some organizations emphasize training more than others Learning organization: use training linked to strategic goals as a source of competitive advantage
Features: Learning culture, valuing employees, flexibility & experimentation, continuous learning, critical thinking, knowledge generation & sharing
Needs Analysis
3 Levels of Needs Analysis (more): Organizational analysis (more)
Use benchmarks of organizational health & success to identify training needs General examples: Headcount Productivity Costs Quality Specific examples for an airline: On-time rates Lost baggage rates Employee injury rates
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Needs Analysis
3 Levels of Needs Analysis (more): Job and task analysis: What are the training needs of each job in the organization?
Examine the job descriptions: What tasks & duties are performed by each job? For each task: Do new hires already know how to perform the task or will they have to be trained? (Helps to identify training needs) What are the consequences of performing the task incorrectly? (Helps to set training priorities) Can the task be learned on the job, or should it be taught off the job? (Helps to identify training methods)
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Needs Analysis
3 Levels of Needs Analysis (more): Individual analysis: What are the training needs of each individual employee in the organization?
Examine each employees performance appraisal Do certain employees, or groups of employees, have job performance that might be improved by training that is costeffective?
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Needs Analysis
Training Objectives: Use the 3 levels of needs analysis to
Make the training objectives specific, concrete, & measurable Example for a bank teller training program in detecting counterfeit currency: Identify counterfeit currency correctly 100% of the time Example for a bartender training program on underage consumption: Check customers age, refuse service, and report attempts at underage consumption correctly 100% of the time
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Training Cycle
Performance becomes automatic Performance is fluid & correct Little conscious concentration is required
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We want to start the training program at the right level We need to find out what they already know Example: Does our newly hired bank teller know how to count money? Design the training program to build on what the trainees already know
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Involve employees in the needs analysis Show trainees how the training will enhance their job performance & their careers Use goal setting: Establish specific, concrete, & measurable training goals Make the goals difficult but achievable Set intermediate & end goals Build strong self-efficacy expectations: beliefs about success Persuasion: You can do it! Modeling: show trainees successful previous trainees Enactive mastery: lead trainees to early success in training
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Take into consideration the task complexity: Simple task: practice the entire task Complex task: Break the complex task into simple pieces Practice each of the simple pieces As performance improves, combine the simple pieces and practice the entire complex task Distributed practice sessions work better than a massed practice session: spread the practice sessions out over multiple days with sleep between the practice sessions Overlearning is good: keep practicing well beyond the point of correct performance of the task
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Show trainees how to evaluate their own performance Allows trainees to determine for themselves how theyre doing Gradually shift from trainer-provided feedback to the
Prepares the trainee to correctly use the training on the job without the close supervision of the trainers in the training program
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training
Identify the bad habits of the trainees early in training Correct the bad habits early in training so that the trainees practice the correct way, and not the wrong way
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enhance the transfer of training from the training program back to the job
Make the training setting similar to the work setting
Use the same equipment & processes in training that are used on the job
Both how to do the task and why it is done that way
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Advantages: Enhances the transfer of training: the training setting and the work setting are the same May reduce costs: avoid the cost of a separate training facility Enhances trainee motivation: job-relevancy of training is more obvious to the trainees Disadvantages: May be disruptive to normal operations May have more distractions that interfere with learning May have safety concerns
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Advantages: Avoids disruptions to normal operations Minimizes distractions Avoids safety concerns Disadvantages: Transfer of training may be more difficult due to differences between the training setting and the work setting Costs may be higher due to the cost of the training facility Trainee motivation may be reduced because the job-relevancy of the training is not as obvious
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newly hired bank tellers to teach them how to do their job? On-the-job or off-the-job?
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Training Cycle
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Training Cycle
(Kirkpatrick, 1983)
Satisfaction questionnaire
Source of figure: Fisher, Schoenfeldt, & Shaw (2006), Figure 9.4, p. 405
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Performance appraisals
Source of figure: Fisher, Schoenfeldt, & Shaw (2006), Figure 9.4, p. 405
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Training Evaluation
Evaluation designs: when do you collect data on
Makes sense for Level 1 (Reaction) Ask the trainees to complete the satisfaction questionnaire at the end of the training program But its a poor design for the other levels of evaluation Theres no comparison group We wouldnt know if learning, behavior, and results have changed for the better because of the training program
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Training Evaluation
Evaluation designs (more): One-group pretest-posttest design: measure both before and after training: MEASURE TRAIN MEASURE
Compute the change in the measures: Learning: Did the percentage correct on the test go up? Behavior: Did the employees job performance improve? Results: Did the company improve (profits, costs, etc.)? Weakness: Were not sure if the training is the only thing that might have caused the measures to improve There might be other things that happened at the same time as the training that also affects employee behavior (job performance) and corporate results (profits, etc.)
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Training Evaluation
Evaluation designs (more): Pretest-posttest control-group design: compare the changes in a control group to the changes in the training group Control: MEASURE NO TRAIN MEASURE Training: MEASURE TRAIN MEASURE
Randomly divide employees into 2 groups: Control group: does not get training Training group: does get training Measure learning, behavior, & results in both groups before and after training is provided to the training group Compute the changes in the measures for both groups Did the training group improve more than the control group? Learning (test scores), behavior (job performance), & results (profits, costs, etc.) This is the strongest evaluation design
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Training Evaluation
Example: Sales training program to help our
salespeople to be in the training program Control Group: the other salespeople are in the control group that doesnt receive training (at least initially) Level 1 Evaluation: Reaction
One-shot posttest-only design: administer in the training group at the end of the training a questionnaire that measures the satisfaction of the trainees with the training program
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Training Evaluation
Example: Sales training (more) Level 2 Evaluation: Learning
Pretest-posttest control-group design: Control: MEASURE NO TRAIN MEASURE Training: MEASURE TRAIN MEASURE Develop a test that measures the extent to which individuals have achieved the learning objectives of the training program Before providing the training to the training group, administer the test to both the control and the training groups After training the training group, administer the test to both the control and the training groups Compare the average change in the test scores in the control group to the average change in the test scores in the training group
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Training Evaluation
Example: Sales training (more) Level 3 Evaluation: Behavior
Pretest-posttest control-group design: Control: MEASURE NO TRAIN MEASURE Training: MEASURE TRAIN MEASURE Use the organizations performance appraisal system to measure the job performance of the salespeople Example: amount of sales, customer satisfaction ratings, etc. Before providing the training to the training group, measure the job performance of each salesperson in both the control and the training groups After training the training group, measure the job performance of each salesperson in both the control and the training groups Compare the average change in the job performances in the control group to the average change in the job performances in the training group
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Training Evaluation
Example: Sales training (more) Level 4 Evaluation: Results
One-group pretest-posttest design: MEASURE TRAIN MEASURE Measure organizational results before training the training group Measure organizational results after training the training group Compute the change in organizational results Organizational results could include anything that the training might affect: profits, costs, productivity, injury rates, quality, employee morale, etc. Pretest-posttest control-group design might be possible if the organization has multiple business units Select some of the business units to be the training group that receives training initially
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Training Cycle
Outline
Training & Development
Training Cycle Step 1: Needs Analysis (Needs Assessment) Step 2: Design & Develop Training Program Step 3: Deliver the Training Step 4: Training Evaluation
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