5. Training and Development

— An organization’s planned effort to facilitate employees’ learning of job-related competencies.

— The focus is on the current job

• Training:

• Development:

—Formal education, job experiences, relationships, and assessments of personality and abilities help employees prepare for the future.

— Focus is on future job

• Training:

• Development:

TRAINING IN ORGANIZATIONS

• “Training is a systematic process through which an organization’s human resources  gain knowledge and develop skills by instruction and practical activities that result in improved corporate performance.”

• •Organizations spend $billions on training their employees

• •Training can be very valuable because it:

  **Increases employees’ competence and performance

  **Increases employees’ motivation

  **Increases employees’ adjustment and well-being

• •Training is not always effective because training:

  **is for the wrong thing

  **given to the wrong people

  **uses the wrong methods

NEEDS ASSESSMENT
(Training Need Assessment – TNA)

• •TNA is “Identification of training requirements and the most cost effective means of meeting those requirements”.

• •Need Assessment is conducted to determine:

  owhich employees need training  - Who you are training

  oand what the content of training should be – What you are training

• •Need assessment should focus on three levels:

  1.Organization Level

  2.Job Level

  3.Person Level

—It is concerned with the objectives of the organization and how they are addressed by the performance of employees

• 1.Organization Level

• 2.Job Level

• 3.Person Level

• FIVE STEPS OF DEVELOPING EFFECTIVE TRAINING PROGRAM

—It is concerned with the nature of tasks involved in each job.

—A job analysis can identify major tasks and the necessary KSAOs for each task. The KSAOs can then help identify the specific training needs.

• 1.Organization Level

• 2.Job Level

• 3.Person Level

• FIVE STEPS OF DEVELOPING EFFECTIVE TRAINING PROGRAM

—It is concerned with how well job applicants or present employees are able to do tasks.

—It assesses the KSAO levels of people rather than of jobs.

—Comparison of KSAOs of jobs and people suggest the area of greatest potential training need.

• 1.Organization Level

• 2.Job Level

• 3.Person Level

• FIVE STEPS OF DEVELOPING EFFECTIVE TRAINING PROGRAM

• 1.Organization Level

• 2.Job Level

• 3.Person Level

• FIVE STEPS OF DEVELOPING EFFECTIVE TRAINING PROGRAM

Major methods of TNA are:

• Job analysis:  KSAO's necessary for the job

• Performance appraisal

• Employee surveys

•Interviews/surveys with supervisors/managers

•Interviews/surveys with employees

•Employee performance appraisal documents

•Organization's strategic planning documents

•Organization/department operational plans

•Organization/department key performance indicators

•Customer complaints

•Product/service quality data

• NEEDS ASSESSMENT DATA SOURCES

• SETTING OBJECTIVES

• TRAINING DESIGN