TRAINING AND

DEVELOPMENT
TRAINING AND DEVELOPMENT:
DEFINITION AND SCOPE

■ Training & Development (T&D)

■ Training
■ Development
■ Learning Organizations
TRAINING AND DEVELOPMENT TRENDS

■ Skill Requirements Will Continue to Increase

■ Workforce Will Become Significantly Better
Educated & More Diverse
■ Corporate Restructuring Reshapes Businesses
■ Training Departments Will Shrink
■ Technology Will Revolutionize Certain
Training Delivery Methods
TRAINING AND DEVELOPMENT TRENDS
(CONTINUED)

■ Departments Will Change

■ More Flexible Courses Aimed Specifically at
Performance Improvement
■ Integrated High-performance Work Systems
Will Proliferate
■ More Firms Will Strive to Become Learning
Organizations The Role of Training
■ Emphasis on Human Performance
Management Will Accelerate
THE TRAINING & DEVELOPMENT
PROCESS

Recognize the Establish

Determine
Need for Specific
T&D Needs
Change Objectives

Select Implement
Select
T&D T&D
T&D Media
Method(s) Programs

Evaluate
T&D
Programs
ORGANIZATION CHANGE AND TRAINING
AND DEVELOPMENT

■ Change Involves Moving From One Condition

to Another
■ It Affects Individuals, Groups, & Entire
Organizations
■ All Organizations Experience Some Change
■ Change Rate is Accelerating
■ Those Involved with T&D Must Understand
the Difficulties Associated with Change & the
Ways to Reduce Resistance to Change
DETERMINING TRAINING AND
DEVELOPMENT NEEDS

■ Organization Analysis
■ Task Analysis
■ Person Analysis
ESTABLISHING TRAINING AND
DEVELOPMENT OBJECTIVES

■ Desired End Results

■ In T&D, Clear & Concise Objectives Must be
Formulated
TRAINING AND DEVELOPMENT METHODS

■ Coaching
■ Mentoring
■ Business Games
■ Case Study
■ Videotapes
■ In-basket Training
■ Internships
T& D METHODS (CONTINUED)

■ Role Playing
■ Job Rotation
■ Programmed Instruction
■ Computer-based Training
■ Cyberlearning
■ Classroom Learning
■ Corporate Universities
T& D METHODS (CONTINUED)

■ Training in Community Colleges

■ On-the-job Training
■ Apprenticeship Training
■ Simulators
■ Vestibule Training
MANAGEMENT DEVELOPMENT

■ Consists of All Learning Experiences Resulting

in an Upgrading of Skills & Knowledge
Required in Current & Future Managerial
Positions
■ Requires Personal Commitment of the
Individual Manager
■ Taking Responsibility for One's Own
Development May be Most Important
SUPERVISORY MANAGEMENT TRAINING
PROGRAMS

■ Many Firms Conduct Supervisory Training

Programs
■ Often They are Provided After the Individual
has Served as Supervisor
■ Until Training has been Received, Supervisors
Practice on Their Subordinates
TRAINING METHODS FOR ENTRY-LEVEL
PROFESSIONAL EMPLOYEES

■ Firms have a Special Interest in College-trained

Employees Hired for Entry-level Professional
Positions, Including Management Trainees
■ Most Programs Also Emphasize Training
Provided on the Job
■ “Hands On" Experience, Alone Or In
Combination With Other Methods,
■ Appears to be an Essential Component of
These Programs
TRAINING METHODS FOR OPERATIVE
EMPLOYEES

■ T&D for Operative Employees Must Also be

Given High Priority by Firms
■ Contributions of Operative Employees are
Essential & Collectively Vital to the Production
of Goods & Services
CURRENT POPULAR AREAS OFTEN
DOMINATE TRAINING INCLUDING:

Diversity Training

Conflict Resolution

Values Training

Teamwork & Empowerment

Customer Service
IMPLEMENTING HUMAN RESOURCE
DEVELOPMENT PROGRAMS

■ Often Difficult
■ Many Managers are Action Oriented &
Frequently Feel Too Busy for T&D
■ Qualified Trainers must be Available
■ Requires a Higher Degree of Creativity than
Perhaps Any Other HR Specialty
EVALUATING HUMAN RESOURCE
DEVELOPMENT

■ Accomplishment of T&D Objectives

■ Return on Investment (ROI)
■ BenchmarkingParticipants' Opinions
■ Extent of Learning
■ Behavioral Change
JOB TRAINING PARTNERSHIP ACT

■ Provides Training Through Local-level

Partnerships Between Business & Government
■ Results in the Largest Single Training Effort
Sponsored by the Federal Government
ORIENTATION

■ Initial T&D Effort Designed for Employees

■ Guided Adjustment of New Employees
PURPOSES OF ORIENTATION

■ Employment Situation
■ Company Policies & Rules
■ Compensation & Benefits
■ Corporate Culture
■ Team Membership
■ Employee Development
■ Dealing With Change
■ Socialization
ORGANIZATION DEVELOPMENT

■ Survey Feedback
■ Quality Circles
■ Sensitivity Training
■ Team Building & Self-directed Teams
Changing World of Training
■ Who is the trainer
■ Training for what
■ Training in what
■ What form of training
 Excellent Trainer
■ Personal beliefs and values
Beliefs and values concerning ourselves
Reviewing your beliefs & values about yourself
Beliefs & values concerning others
Beliefs and values about information
Beliefs about how the world works
Skills of the Excellent Trainer
■ Facilitating learning and development
■ The context
■ The outcomes
■ What is being facilitated
■ How to facilitate
Managing Changes
■ Devolution of central functions
■ Empowerment
■ Flattened organisational structures
■ Downsizing/rightsizing
■ Objective setting
■ Performance management
 T T T S

S S S S S S

Traditional tutor roles compared with facilitating

 Maintenance

Provider
Trainer

Manager

Innovator Consultant

Change

GENERAL TRAINER ROLES

 Initial contact & gaining entry
A
Model Preliminary problem identification and definition

of Contracting

Training Investigation
consultancy
Feedback to client

Decide & plan course of action with client

Design learning strategy,activities& methods

Resource and implement

Evaluate
WORKSHEET( designing a lecture)
■ Interest-Building Strategy(ies);
-introductory exercises
lead-off story or interesting visual
initial case problem
test questions
preview of content
■ Understanding & Retention -maximizing Techniques:

opening summary
examples
analogies
■ Participant Involvement

listener roles
spot challenges
Trainer Facilitator Training the Trainer Innovator
'Let me show 'Let me enable you to 'I believe you can do it' 'Let's do it differently'
you how to do do it'
it'
Low risk Medium risk Controlled risk Higher risk
More Comfortable with Works with a Creative,experimental.
comfortable high participant combination of High participant
in known involvement framework and high involvement
framework participation
Trainer Learner centered Trainer & learner One-to-one coaching
centered centered
Scripted Unscripted Scripted Opportunistic
High control Shared control High control Shared control
May need Free-flowing Builds on what is known Leading edge
piloting and tested