Lesson 8: Training and Development PDF

LESSON 8. TRAINING AND DEVELOPMENT LEARNING OUTCOMES: At the end of this lesson, the students can: 1. Apply accurately the processes training and development by creating a training program; 2. Describe correctly the training methods by citing success stories of other com...

LESSON 8. TRAINING AND DEVELOPMENT LEARNING OUTCOMES: At the end of this lesson, the students can: 1. Apply accurately the processes training and development by creating a training program; 2. Describe correctly the training methods by citing success stories of other companies using the template. BTI: 1.1.1 Demonstrate content knowledge and its application within and/or across curriculum teaching areas INTRODUCTION: After hiring, it is important that the skills set and competencies of your employees match in the need job. In many occasions, newly hired employees need enrichment to ensure that the job assignment is performed well. So, as a Principal, what then shall be done to address this matter? In this lesson, you will be introduced to the concept of training and development program. ACTIVITY: Brainstorm the following terms: 1. Training 2. Development After 3 minutes, I shall be calling names to share their thoughts on the terms. ACQUISITON OF THE NEW KNOWLEDGE: Understanding Training and Development  Training is becoming more and more indispensable to the success of present day firms which constantly compete just to keep ahead of their competition. It cannot be denied that training play a key role in sustaining and reinforcing the core competence of a firm; hence, it has become a control component of the company’s strategic management activity. Apart from this, the rate of technology advancement is so erratic that employees should constantly upgrade their skill sets in response t newer environmental developments. A competitive environment makes it important for organizations all over the world together to upgrade the capabilities of their human resources to enable them to manage and deal with challenging assignments. Training is a planned learning experience intended to enhance the competence, expertise, aptitude, and performance of an individual in his or her current job, while development is planned learning experience designed to enhance and improve competencies of an individual for a possible future task. Employee training and development is an indispensable part of the HR function. It aims at improving the performance and productivity of the employees. In training, the employees are imparted technical know-hows related to their present job. The main objective is to extend growth and advancement opportunities in conformity with company goals and objectives. In contrast, development requires educational process, which is concerned with the further growth of the employee. Basically, development prepares employees for future challenges and a potential climb up the corporate ladder. After the training and development sessions, employees are expected to “bring back to the floor” whatever learning they have gained during the activity. Steps in Training Analyzehave Training and development Training been defined and differentiated, and the purposes of each stated.Task Analyzing organizational/trainee Develop Training Assess needs Training is the heart of any training and developmentObjectives program. A training and development program that does not respond to the identified need of the trainees would not be effective, therefore becomes meaningless. Analyze Organize Training Deliver Training Organizational/ Content Trainee Needs Complete Training Determine Training Plan Select Training Methods Resources Analyzing Organizational and Trainee Needs At the center of the model is the method of knowing both the trainee and organization’s needs. One technique of identifying what training needs will be formulated to help both employees or organizations accomplish their goals is through training needs assessment survey form. This form will help the organization identify what trainee skills and competencies should be further enhanced. List of seminar topics are distributed to employees/trainees requiring them to mark the topic they believe they need a great extent of training. It is only then that the trainer/manager can start preparing for the training session. Other than knowing the needs of employees, it is equally necessary to take into account the needs of the organization. Does the company greatly need competent workers, supervisors, and managers? Once this is known, it is time to identify what training can satisfy those needs. 1. Prepare a detailed task analysis. Now that the organization and trainee needs have been identified, the initial step is to prepare a comprehensive task analysis. A task analysis is a specific illustration of the essential things needed for the effective delivery of the training session such as computers, laptops, chairs, tables, writing supplies, and other important resources. Let us assume for instance, that the results of the trainee needs assessment revealed that knowledge about Time Management was a the favored training topic of the trainees, then the task analysis should include an all-inclusive outline of what the trainees need to know about time management. 2. Formulate learning objectives. Begin by writing down the purpose of the training, then indicate what you expect the trainee should know, what behavior should be improved, and what skills should they acquire and develop after the training. 3. Create instructional plan. Now that the training objectives have been formulated, construct a program that is anchored to your learning objectives, as an assurance that you do not deviate from the purpose of the training. This will assist you in writing the key concepts of the program, including what to start and end the entire activity. 4. Decide what training methods to use. Luckily, training methods are not “one-size-fits-all.” You can choose from a variety of procedures that will fit the needs of your trainees, such as the interactive type, lecture, group discussion, digital applications, or a combination of each and other techniques. 5. Make a list of the required instructional materials. Instructional materials or resources are essential components of any or all training activities that aim to address knowledge and skills improvement and enhancement. The best approach is determining what appropriate training materials to use is to go into your learning objectives and training methods you intend to use. Typical resources may include audiovisual aids, manuals, transparencies, etc. 6. Outline an action plan. After the learning objectives have been formulated, instructional design completed, training methods decided and training materials identifies, the next things to do is to write an action plan that clearly and concisely shows established goals, appropriate strategies, support people or individual s responsible for every goal and strategy, and a timeline for every action and monetary concerns. 7. Implement program. With a well-prepared and organized action plan on hand, you are now ready to share your knowledge and expertise on a given subject. A good presentation is interactive, that is the trainer must know how to capture the attention of the trainees by asking questions. During the training session, the trainer should constantly maintain eye contact and immediacy with the audience to draw their attention to your presentation. Other important ingredients to effective presentation are good body posture, friendly voice expression, and good communication and motivating skill. 8. Evaluate results. When the training has come to an end, the trainer’s job is to objectively rate the effectiveness of the training sessions. TRAINING METHODS FOR NON-MANAGERIAL POSITONS Business firms consist of diverse workforce performing varied roles. Whatever category they belong, the fact remains that everyone needs upgrading of skills and knowledge. A broad array of training techniques and resources are available to assist non-managerial employees to improve their performance. Among them are: On-the-Job Training (OJT) So far, on-the-job training or OJT is the highly used technique for training non-managerial employees. It is assumed to be a means of educating and familiarizing trainees with the work climate they will ultimately become part of During the training, the trainees get hands-on experience of the work situation with the guidance from their supervisors or other trainers who act as mentors. It gives rise to a powerful workforce and offers employers a better comprehension of their employees, competency base. On-the-job trainees make use of tools and other training materials readily available in the work area. The more an organization spends on its workers via on-the-job training, the bigger the probability of keeping them, as they feel appreciated and values. Apprenticeship Training This is expansion of the on-the-job training. Generally, this type of training is afforded to technical people like the mechanics, electricians, welders, carpenters, etc. who work under the tutoring of a specialist in type of job. Apprenticeship training is somewhat challenging, yet very fulfilling in the sense that aside from earning an income, the apprentice can also gain added qualifications and learn more skills that may meet local and/or international standards. By having apprentices, a company is assured that its workforce possess the technical skills and qualifications it needs. This, in effect, increases efficiency and enhances competitive edge toward a secured future for the company. Classroom Training  Classroom instruction is commonly used when a big audience must be taught. Regular classroom instructions last for several hours or could run for several weeks. Some may have more than twenty participants who possess varied levels of knowledge and competencies; however, class size may not necessarily be a significant factor when the aim of the training is the acquisition of additional competencies. In a classroom instruction, various training techniques such as video and power point presentation may be used. This method could be costly because of certain expenditures for space rentals or travel allowance. If a classroom instruction is necessary and needed, the company has two choices, whether to get an in-house trainer or outsource one. When deciding which option to take, the company should seriously deliberate who ahs the proficiency to deliver the instructions and who can provide the best presentation. Programmed Instruction This method of training does not need the intervention of a trainer. Sets of questions and problems are given to the trainees who are requested to read each set of problem and provide the corresponding answers. Feedback as to correctness of the answers is communicated after each response. This method of training involves presentation of questions, facts, or problems to the trainees. If the answer is right, it is communicated immediately, then trainee proceeds to the next step. However, if the answer is wrong, explanation is given, and the trainee is given the chance to retry. Other effective forms of audiovisual training techniques are teleconferencing and videoconferencing. Firms can utilize this method to share knowledge to trainees in various sites thus, allowing them to interact with one another. Simulation Method Simulation training is used as a method to coach trainees about the skills needed in a real-life situation. It gives a realistic experience and is extensively used in the corporate world. The term simulation implies an imitation of a real-life process oftentimes via a electronic gadget. Companies involved in high-risk activities use simulation training to facilitate realistic outcomes free from harm, at the same time avoiding adverse consequences. Types of simulation training include those in the aviation, military, and shipping industries or those in the clinical practice. EXECUTIVE DEVELOPMENT PROGRAMS There are multiple developmental processes to improve the level of productivity and performance of middle and top-level managers. In recent years, development programs for managerial employees have significantly increased in popularity. This is because many experienced baby boomer managers have begun retiring and firms are having a hard time replacing the expertise they provided. In one study cited in an American Society of Training and Development paper, 70% of the companies reported moderate to major leadership shortages, and many expected the problem to get worse. In contrast to non-managerial positions, the process used for executive development is different in terms of their roles, functions, and level of responsibility. Here are some executive development programs companies may follow: Symposium, Conferences, Workshop Symposium is an official gathering where attendees are specialists and experts in their own field of discipline. During a symposium, these people introduce and communicate their viewpoints or perspectives on a selected subject matter. On the other hand, conference refers to a meeting where attendees share their ideas and thoughts on several business issues. All activities are pre-arranged and include deliberation and dialogue among the participant on certain corporate matters. A workshop includes all the basic components of a seminar, except that the bigger part is engaged on “hand-on-experience.” Case Study Method The case study method can be utilized to enhance decision – making skills, boost team spirit, improve communication and social skills, and reinforce the analytic skills of trainees. The objective of the case study method is to let trainees learn known theories and philosophies and discover new ones. In the case study method, the trainees are handed with some written notes showing some complicated information about a real-life or fictional organization. A sequence of discussion question appears at the end of the case for trainees to analyze and ultimately come up with workable solutions to the case on hand. After this time, the trainees meet with the trainer to present the solution and wrap up the session. Management Games Management games help make training more conversational, pleasurable, and engaging, with a great deal of knowledge to bring back to the work area. However, it must be noted that games must not be taken as a mere play because there are plenty of justifications for doing so , such as: 1. It stirs real-life situations of what the game is trying to communicate, and 2. It is definitely entertaining and loaded with experiential learning in just a short span of time. Role Play Role play is a type of an executive development method in which every trainee is given a function to accomplish. Each is provided specific explanation of the task, issues on hand, purpose, duties, responsibilities, feelings and emotions that they may face. For instance, a situation could be a conflict among employees, grievance handling, or issues on leadership style, etc. Once the participants are familiar with their roles, they act out the assigned role by interacting with one another. Role play aids in creating stimulating communications skills, and it effect on other. APPLICATION/ ASSIGNMENT 1. Work closely with your classmates. As a group you need to develop a training need analysis of all members of the class. Once the data are gathered, each one will prepare a training and development program following the steps in training and development. Synapse Strengthener: Visit the website of any company and identify the type of training methods it uses to improve the level of productivity and performance of its human resources. Write your findings using the template below: NAME: DATE: NAME OF THE COMPANY: ADDRESS OF THE COMPANY: URL link: TRAINING METHODS DESRIPTION USED 1. 2. 3. 4. 5. Synapse Strengthener: ASSESSMENT: - Online quiz - Assessment of this lesson includes your training and development plan REFERENCES: Corpuz, C. (2013).Human resource management. Manila: Rex Book Store Textbook: Lauron, D. ( 2019). Human resource management. Manila: Rex Book Store