Introduction to Employee
Training and
Development Chapter 1
Learning Objectives
• Discuss the forces influencing the workplace and
learning, and explain how training can help
companies deal with these forces
• Draw a figure or diagram and explain how training,
development, informal learning, and knowledge
management contribute to business success
• Discuss various aspects of the training design
process
1-2
Learning Objectives
⚫ Describe the amount and types of training occurring
in U.S. companies
⚫ Discuss the key roles for training professionals
⚫ Identify appropriate resources (e.g., journals,
websites) for learning about training research and
practice
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Forces affecting organizations to do
training and development efforts
Intangible Assets
Training and Development: Key
Components of Learning
⚫ Training:
Facilitates learning job-related
competencies, knowledge, skills or behavior
⚫ Development
⚫ Future focused
⚫ Includes:
⚫ Formal education, job experiences, relationship
⚫ Assessments of personality, skills, and abilities
⚫ Formal training and development
⚫ Programs, courses, and events that are developed
and organized by the company
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Training and Development: Key
Components of Learning
⚫ Learning:Acquiring knowledge, skills,
competencies, attitudes, or behaviors
⚫ Human capital: Refers to:
⚫ Knowledge (know what)
⚫ Advanced skills (know how)
⚫ System understanding and creativity (know
why)
⚫ Motivation to deliver high-quality products and
services (care why)
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Key Components of Learning
Training and Development: Key
Components of Learning
⚫ Informal learning
Learner initiated
Occurs without a trainer or instructor
Motivated by an intent to develop
Does not occur in a formal learning setting
Breadth, depth, and timing is controlled by the
employee
⚫ Explicit knowledge
Well documented, easily articulated, and easily
transferred from person-to-person
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Training and Development: Key
Components of Learning
⚫ Primary focus of formal training and development
⚫Tacit knowledge
Personal knowledge based on individual
experiences that is difficult to codify
Result of informal learning
⚫Knowledge management
Process of enhancing company performance by
designing and implementing:
⚫ Tools, processes, systems, structures, and cultures to
improve the creation, sharing, and use of knowledge
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Designing Effective Training
Training design process
Systematic approach for developing training
programs
Based on the principles of Instructional
System Design (ISD)
ADDIE model- Analysis, design,
development, implementation, and evaluation
Should be systematic yet flexible to adapt to
business needs
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Instructional design Model:
ADDIE
Training Design Process
3. Creating a Learning
1. Conducting Needs Environment
Assessment 2. Ensuring Employees’
Readiness for Training Learning Objectives
Organizational
Attitudes and Motivation Meaningful Material
Analysis’ Personal
Basic Skills Practice Feedback
Analysis
Community of Learning
Task Analysis
Modeling
Program Administration
5. Developing an Evaluation 4. Ensuring Transfer of
Plan Training
Identify Learning Outcomes Self-Management
Choose Evaluation Design Peer and Manger Support
Plan Cost-Benefit Analysis
7. Monitoring and Evaluating the
Program
6. Selecting Training Method Conduct Evaluation
Traditional Make Changes to Improve the
E-Learning Program
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Designing Effective Training
⚫ Flaws of the ISD model
⚫ Step by-step approach is rarely followed in real life
organizations
⚫ Necessary requirement of trainers adds time
and cost to developing a training program
⚫ Implies an end point: evaluation
⚫ May lead to assumption that training is the best
solution
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Snapshot of Training Practices
⚫ Key trends in learning initiative investments:
⚫ Direct expenditures, has remained stable over the
last several years
⚫ Increased demand for specialized learning that
⚫ Use of technology-based learning delivery
increased from 11%in 2001 to 29 %in 2010
⚫ Self-paced online learning is the most popular
technology-based learning
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Snapshot of Training Practices
⚫ Technology-based learning
⚫ Has improved learning efficiency
⚫ Has resulted in a larger employee–learning staff member
ratio
⚫ Percentage of services distributed by external
providers dropped from 29 % in 2004 to 23 % in
2010.
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Snapshot of Training Practices
⚫ Who provides training
⚫ Trainers, managers, in-house consultants, and
employee experts
⚫ Outsourcing: Training and development
activities provided by individuals outside the
company
Snapshot of Training Practices
⚫ Who is in charge of training
⚫ Professionals in human resources and human
resource development
⚫ Human resource development
⚫ Integrated use of training and development, organizational
development, and career development :
⚫ To improve individual, group, and organizational effectiveness
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Web Readings
•[Link]
urces/addie-model-5-steps-to-training/
•[Link]
mcd/[Link]
•[Link]
development
