Hr Training Andn Development

Topics: Learning, Knowledge, Skill Pages: 12 (4355 words) Published: April 14, 2012
Training Development Written Project

This written project will discuss the process involved in the design of training, learning, and evaluation. I will begin by breaking down the need assessment covering the process, analysis, and various methods. I will also cover the process of learning and discuss two theories which will support specific processes of learning. The process will include how age influences learning and retention of knowledge. Finally, I will cover the importance of evaluation of training, the process of choosing an evaluation design, and the value placed on training evaluation by an employee. The content of this paper will be based on information covered in Raymond A. Noe’s (2010) text book Employee Training and Development (5th edition). The process described will use other sources to support Noe’s finding as it pertains to the written project content. Needs Assessment

An effective training design begins with a needs assessment. A needs assessment allows the gathering of information which better prepares the modeling of training. The needs assessment provides an analysis of organization, people, and tasks. Each has a distinct influence on the depth of training developed and methods best suited for the organization. The needs assessment allows the trainer to address whether the requirement for training is based on performance, motivation, job design or communication. The defining of training requirements ensures the validity of content developed, course objectives, and training method. The assessment also allows a trainer to determine if the trainee has the basic skills and confidence to learn. Finally, an assessment will determine if the training meets the corporate strategy and expected outcome. (Noe, 2010 pg. 103 - 104) According to Noe (2010), pressure points influence training design, “These pressure points include performance problems, new technology, internal or external customer requests for training, job redesign, new legislation, changes in customer preferences, new products, or employee lack of basic skills.” (pg. 104) Who should participate in the needs assessment? The text suggests that upper & mid-level managers, trainers, and employees should participate in the assessment. Upper-level management views the assessment from a corporate level. They will determine if training meets the corporate strategy. The mid-level management will determine budget, who should be trained, and what jobs will make the largest impact on production. The trainer will determine training delivery, identification of trainees, and basic skills, knowledge and characteristic required. Noe goes on to state that it is important to include job incumbents in the assessment process. These are individuals who perform the task and tend to be the most knowledgeable. (Noe, 2010, pg. 105-106) In an article, written by J. L. Utecht (2005), she states that a needs analysis should reach at least ten percent of the work force. Those participants should be the work staff performing the job, front-line supervisors, upper-level management, and union members and representatives when applicable. She goes on to state that the group should range in age, ethnicities, job types, shifts, and seniority. These statements support and expand on Noe’s idea of assessment participants. (Uteht, 2005) Let’s begin by breaking down the analysis process. Organizational Analysis

The Organizational analysis will identify the corporate strategy for training, the support of management and employees, and the availability of internal resources to adopt and train its staff. The first key component of any assessment is to define a budget. Training must present a value which is backed by capital expenditure. This simple question of budgeted resource allows the person conducting the assessment necessary ground work for the amount of time and resource which may be dedicated to training. The second...
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