Lecture 4 PDF

Corporate training system: Identification of training needs Planning training Implementation (realization) of the training process Evaluating learning outcomes and the effectiveness of the learning process Techniques for monitoring training needs: analysis of variance...

Corporate training system: Identification of training needs Planning training Implementation (realization) of the training process Evaluating learning outcomes and the effectiveness of the learning process Techniques for monitoring training needs: analysis of variance (outliers) - any significant deviation from the plan triggers an examination of the causes and consequences of that deviation, questioning in the evaluation interview, interviewing employees and customers, targeted interviews with managers, analysis of questionnaires and other forms of surveys of employees' views, attitudes and requirements regarding training, monitoring the results of meetings and discussions to address current work issues and future work tasks development centres. Planning of training: A set of eight "W" questions: What content? What should be the aim and content of the educational programme? Who to? Who should be educated? In what way? In what way will it be implemented? What will the methods of training be? What will its mode be? What will the study equipment, materials and aids be needed?  Who delivers? Who will the training programme be provided and managed? Who will be the implementer? When? What is the time horizon of the training programme? When will it be implemented? Where? Where will the training take place? What price? What will be the budget for the planned training? Was it effective? How will we determine the effectiveness of the training program? Methods of training: on-the-job training methods, − Instructing at work − Assisting − Project work (task assignment) − Job rotation (cross-training) − Job enlargement − Job enrichment − Coaching The coach does not need to know how to do the activity. Coach asks the coachee questions and coachee finds his/her own way how to do it. Often for managers and more experienced employees facing some problem. − Mentoring The mentor knows how to do the activity. Mentor gives advice to the mentee based on his/her experience on how to do the activity and mentee just follows advice. Often during onboarding and when the activity is new for the employee.  − Counselling off-the-job training methods − Lecture (interpretation) − Seminar and lecture combined with a group discussion or panel discussion − Demonstration (demonstrative/practical teaching) − Workshop − Case study − Brainstorming and other methods to develop creative thinking − Simulation (Role-playing, Simulation games, Reality-based simulations, Simulations conducted outside the company) − Development centre − Outdoor training (adventure education, education through play, education through physical activities) training methods on the interface. − Work meeting − Self-study and distance education − E-learning (computer and online education) − Webinar − Corporate consulting − Action learning − Trainee programmes (training programmes for absolvents or/and gifted employees) Evaluation of training: Kirkpatrick Levels of Evaluation  1. Reaction - Trainee satisfaction Did the learners enjoy the training? 2. Learning - The increase in knowledge and capability experienced by the student. (comparing the results of tests carried out before and after training). Did knowledge transfer occur? 3. Behaviour - The extent to which students apply their learning in the working environment. (observation done by line managers after some period) Did the learners behaviour change as a result of the training? 4. Results - The overall impact that the trainee’s performance has on the business or working environment. Did the training have a measurable impact on performance? 5. ROI (Return on investment) Did the training investment provide a positive return on investment? Deepening of the qualification -is improving something you already know and use in your work. You don't get a new qualification, rather you maintain and supplement your knowledge. A qualification agreement cannot be concluded. the payroll accountant will go on training for the new accounting regulations a travel agency representative who speaks fluent Spanish takes an advanced Spanish course to become closer to native speakers in communication. Upskilling (increase) of the qualification - you're learning something completely new beyond what you do at work. When you either gain completely new knowledge that you did not have until now, or when you advance to the next level of your education (study, education, training, or another form of preparation to achieve a higher level of education, if it is in accordance with the needs of the employer). the office worker attends University study program in order to take over her supervisor's position. Such training is no longer the employee's obligation and the employer cannot order it. On the contrary, the employer can demand that the employee pledge loyalty and conclude a qualification agreement with him in exchange for financing such education. Qualification agreement: A qualification agreement can only be concluded for upskilling qualification, and only if the expected costs are at least CZK 75,000. If the costs are lower, then such an agreement cannot be concluded. The subject of the qualification agreement is the employer's commitment to pay the costs of upskilling the qualification of an emploee in exchange for remaining employed by him for the agreed period, but no longer than 5 years. If the employee does not keep the commitment, he/she will have to pay the costs of the qualification increase (or a proportional part thereof) to the employer. Before signing the qualification agreement, check that it clearly describes what kind of education is to be paid for, how long the agreement will bind you and what costs and how much you might have to pay. Training a newbie: According to the law, the training of an employee at the moment he/she enters the employment relationship is neither a deepening nor an increase in qualifications. This is the employer's obligation. From the employee's point of view, this is normal work performance. Qualification matrix