Training & Development Chapter 5

Training & Development, Chapter 5

• Training is a practical education in a skill, job, or profession.
• Formal training costs $55 billion annually.
• Informal on-the-job training (OJT) costs $180 billion annually.
• Training is a lifelong process.
• Employees may not stay in the same job their entire career.

Setting Goals for Training Programs

• Needs assessment is a corporate and individual goal analysis done before a training program begins.
• Organizational analysis suggests broad training needs that apply to employees or work groups.
• Task analysis identifies specific tasks and required knowledge, skills, and abilities (KSAs).
• For example, a customer service rep might be strong in sales and customer satisfaction, but weak in using the CRM system which affects customer relations.

The Pre-Training Environment

• Policies are based on clear key performance indicators (KPIs).
• Employees should have a positive attitude toward training.
• Sufficient resources, such as training facilities and equipment, should be available.
• Employee participation, including options for choosing external training programs, is important.

Pre-Training Attributes of Trainees

• General cognitive ability is the best indicator of training success.
• Education level, employment status, and seniority are factors.
• Low self-efficacy hinders training, so a trainee's belief in his/her ability to succeed should be encouraged.
• Motivation can be increased by letting trainees participate in decisions about the training program.
• More involved trainees show greater motivation to learn, which can be increased with hands-on, active training tools.
• Internal locus of control is linked to better training performance.
• Self-efficacy is positively related to motivation and training success. More confidence in their abilities leads to success.

Psychological Factors in Learning

• Distributed practice involves multiple, short sessions (e.g., session 1, 9-10am; session 3, 11-12pm).
• Massed practice involves fewer, longer sessions (e.g., session 1, 9-1pm).
• Active involvement is highly preferable to passive learning; participate in training activities.
• Active practice is more effective than passive learning.
• Training environment should mirror the work environment for effective transfer.
• Transfer of training is enhanced when the training environment is similar to the work environment, including tools, systems, and processes.

Training Methods in the Workplace

• List of training methods from the provided slides.
• On-the-job training, vestibule training, apprenticeship, computer assisted instruction (CAI), net-based training, business games, behavior modification, etc.

Job Rotation, Case Studies, Business Games, In-Basket Training

• Job rotation is a technique for assigning trainees to various jobs/departments over several years.
• Case studies involve trainees analyzing a business problem and offering solutions. A problem is given, with discussion of solutions and feedback.
• Business games develop problem-solving abilities by pitting teams against each other. Teams use creativity and sales skills in simulated business scenarios.
• In-basket training gives trainees a stack of issues requiring solutions.
• Feedback is provided after discussing possible actions and solutions.

Role Playing, Behavior Modeling

• Role playing is when trainees act out job behaviors appropriate to situations.
• Behavior modeling helps trainees imitate successful supervisors' job behaviors through video, rehearsal, or feedback.
• This includes techniques like CPR and first aid.

Executive Coaching, Diversity Training

• Executive coaching provides one-on-one sessions where managers are coached to improve performance.
• Diversity training is designed to help trainees learn about, confront, and eliminate prejudicial behavior. Programs should be long term and address different aspects of diversity.

Explore the crucial aspects of training and development in Chapter 5. Understand the importance of needs assessment, organizational analysis, and the pre-training environment in creating effective training programs. This chapter provides insights into the costs and goals associated with training initiatives.