Topics: Skill, Training, Electronic performance support systems Pages: 6 (1359 words) Published: October 20, 2013

Training can...
Help ensure that employees have skills to work with new technology. Help employees understand how to work effectively in teams to contribute to product and service quality. Ensure that the company’s culture emphasizes innovation, creativity, and learning. Ensure employment security by providing new ways for employees to contribute when their : jobs change or interests change

skills become obsolete
Training is a planned effort by a company to facilitate the learning of employees. High-leverage training is:
linked to strategic business goals and objectives,
supported by top management,
relies on an instructional design model, and
Benchmarked to programs in other organizations.
Continuous learning requires employees to understand the entire work process, expects them to acquire and apply new skills, and share what they have learned. This Figure shows the strategic training and development process with examples of strategic initiatives, training activities, and metrics. The strategic training and development process involves identifying strategic training and development initiatives that will help achieve the business strategy. Employees participate in specific training and development activities that support these initiatives. The final step of the process involves collecting measures or metrics. The metrics are used to determine if training helped contribute to goals related to the business strategy. This discussion is not meant to underestimate the importance of “traditional training” (a focus on acquisition of knowledge, skills, and abilities), but it should alert you that for many companies, training is evolving from a focus on skills to an emphasis on learning and creating and sharing knowledge. Designing Effective Training Activities

The Training Process
1. Needs Assessment
Organizational Analysis
Person Analysis
Task Analysis
2. Ensuring Employees’ readiness for Training
Attitudes and Motivation
Basic Skills
3. Creating a Learning Environment
Identification of learning objectives and training outcomes
Meaningful material
Observation of others
Administering and coordinating program
4. Ensuring Transfer of Training
Self-management strategies
Peer and manager support
5. Selecting Training Methods
Presentational Methods
Hands-on Methods
Group Methods
6. Evaluating Training Programs
Identification of training outcomes and evaluation design.
Cost-benefit analysis
The training design process refers to a systematic approach for developing training programs. 1. Needs assessment refers to the process used to determine if training is necessary. There are often pressure points that may suggest that training is necessary. Organizational analysis involves determining the business appropriateness of training. Person analysis helps the manager identify whether training is appropriate and which employees need training. Task analysis identifies the conditions in which tasks are performed. A job is a specific position requiring the completion of specific tasks. 2. Ensuring Employees' Readiness for Training—Motivation to learn is the desire of the trainee to learn the content of the training program. 3. Creating a Learning Environment-For employees to acquire knowledge and skills in the training program and to apply this information in their jobs, the training program must to include specific learning principles 4. Ensuring Transfer of training refers to the use of knowledge, skills, and behaviors learned in training on the job. 5. Selecting Training Methods—Survey results indicate that instructor-led classroom, workbooks and manuals, and videos are the most frequently used training methods. The training design process should be systematic yet flexible enough to adapt to business needs. Needs Assessment Process

Ensuring Employee Readiness for Training
Motivation to learn is the desire of the trainee to learn the content of the...
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