training md e
TRANSCRIPT
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Training
Defined as: Any planned effort designed to facilitate the
acquisition of relevant skills, knowledge, and/orattitudes (values) by organizational members.
The process of providing employees
with specific skills or helping themcorrect deficiencies in their performance.
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Types of Training
Skills Training Retraining
Cross-functional training Team training Creativity training Literacy training Diversity training Crisis training Customer service training
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Training versus
Development
FocusScope
Time Frame
Goal
Training Development
Current jobIndividual employees
Immediate
Fix current skill deficit
Current and future jobsWork group organization
Long term
Prepare for future work
demands
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Challenges in Training
Is training the solution to theproblem?
Are the goals of training clear andrealistic?
Is training a good investment?
Will the training work?
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Development
An effort to provide employees with
the abilities the organization will needin the future.
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Overall purpose of employee and
management development
(a)Ensure the firm meets current and future
performance objectives by.
(b) Continues improvement of theperformance of individuals and teams;
and by.
(c) Maximizing peoples potential for growth(and promotion)
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Development activities
Training, both on and off the job
Career planning
Job rotationAppraisal (next lecture)
Other learning opportunities
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Training and development strategy
Step 1. Identify the skills and competences
are needed by the business plan
Step 2. Draw up the development strategy to
show how training and development
activities will assists in meeting the
targets of the corporate plan.Step. 3 Implement the training and
development strategy
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HRD and the organizationBenefits for the organization of training and development programmes
Minimize the learning Cost
Lower costs and increased productivity
thereby improving performance Fewer accidents, and better health safety
Less need for detailed supervision
Flexibility (multi-skilling)
Recruitment and succession planning
Changes management
Corporate culture
Motivation
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Limitation of TrainingTraining improve performance problems arising
factors other than training needs
Bad management
Poor job design
Poor equipment, factory layout and work
organization
Other characteristics of the employee (eg
intelligence) Motivation- training gives a person the ability
but not necessarily the willingness to improve
Poor recruitment
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Training and the individual
Enhances portfolio of skills
Psychological benefits
Social benefit
The job
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Characteristics of the learning
organization
Learning approach to strategy
Participative policy making
Information (for new insight)
Formative accounting
Internal exchange
Reward flexibility
Boundary workers as environmental
scanners
Inter-company learning
Learning climate
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Training and Development NeedsThe Training process in outline
Step 1. Organizations training needs
Step 2. Define the learning required
Step 3. Define training objectives
Step 4. Plan training programmes
Who, where, division of labour,
leaders
Step 5. Implement the trainingStep 6. Evaluate
Step. 7 Go back to step if you more training is
needed
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Challenges in Training
Is training the solution to the problem?
Are the goals of training clear andrealistic?
Is training a good investment?
Will the training work?
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Setting Training Objectives
Present and required
Is training the solution to the problem?
Are the goals of training clear andrealistic?
Is training a good investment?
Will the training work? Behaviour, standard and Environment
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The Training Process
Needs Assessment PhaseOrganization Needs
Task Needs
Person Needs
Development and Conduct
of TrainingLocation
PresentationType
Evaluation
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Guidelines for Using On-the-
Job TrainingManagers Should Select OJT When: Participatory learning is essential. One-on-one training is necessary. Five or fewer employees need training. Taking employees out of the work environment for training is not
cost-effective. Classroom instruction is not appropriate. Equipment and safety restrictions make other training methods
ineffective. Frequent changes in standard operation procedures allow
minimal time for retraining. Work in progress cannot be interrupted. The task for which the training is designed is infrequently
performed. Immediate changes are necessary to meet new safety
requirements.
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Guidelines for Using On-the-
Job Training (cont.)Managers Should Select OJT When: A defined proficiency level or an individual performance
test is required for certification or qualification.
What OJT Should Cover: Large or secured equipment. Delicate or calibrated instruments. Tools and equipment components of a complex
system. Delicate or dangerous procedures. Classified information retained in a secured area.
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Sources of Customer
Dissatisfaction with IBM
Telephone ServiceCalls NotReturned24.1%
Getting toKnowledgeablePerson orBackup44%
Voice Systemsand MessageExpectations18.1%
OperatorAssistance6.7%
ExcessiveRings 4.3%
TelephoneTag2.4%
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IBM Senior Vice Presidents
Memo to All ManagersINTEROFFICE MEMO
Overall, the rating of our telephone
service by customers and internal
users is poor. Together, we are
going to fix this problem, and fix
it fast.
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Steps to Skill Improvement at IBM
1. Build in commitment. Gain support of management.
2. Thoroughly analyze the problem. Is it important? What is the real problem?
3. Gain line support.
4. Develop training strategies. Is there more than one group of employees that
needs training? Design material appropriate to each groups
needs and motivation levels.5. Develop motivational strategies.
Take steps to heighten awareness of issues. Signal importance of issue through measurement
and recognition programs.
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Career Development
An ongoing and formalized
effort that focuses ondeveloping enriched and more
capable workers.
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Career Development System: Linking
Organizational Needs with Individual
Career NeedsWhat are the organizations
major strategic issues over
the next two to three years? What are the most critical
needs and challenges thatthe organization will face
over the next 2 - 3 years? What critical skills, know-
ledge, and experience
will be needed to meet
these challenges? What staffing levels will
be required? Does the organization have
the strength necessary to
meet the critical challenges?
Organizational Needs
How do I find career
opportunities within the
organization that: Use my strengths
Address mydevelopmental needs
Provide challenges Match my interests Match my values Match my personal style
Individual Career Needs
Are employees developing
themselves in a way that
links personal effective-
ness and satisfaction
with the achievement of
the organizationsstrategic objectives?
Issue:
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The Career Development
ProcessAssessment
Phase
Direction
Phase
DevelopmentPhase
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The Assessment Phase of
Career Development Self-Assessment Self-assessment is increasingly important for companies that want
to empower their employees to take control of their careers
Whether done through workbooks or workshops, self-assessmentusually involves doing skills assessment exercises, completing aninterests inventory, and clarifying values.
Organizational Assessment Some of the tools traditionally used by organizations in selection
are also valuable for career development. Among these are: Assessment centers
Psychological testing
Performance appraisal
Promotability forecasts
Succession planning
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Common Assessment Tools
Self-Assessment Organizational Assessment
Careerworkbooks
Career-planning workshops
Assessment centers
Psychological testing
Performance appraisal
Promotability forecasts
Succession planning
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The Direction Phase of
Career Development Individual Career Counseling
This refers to one-on-one sessions with the goal of
helping employees examine their career aspirations.
Information Services Information services provide career development
information to employees. Job-posting systems
Skills inventories
Career paths
Career resource center
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Career Path
A chart showing the possible
directions and career
opportunities available in an
organization; it presents the
steps in a possible career and a
plausible timetable for
accomplishing them.
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The Development Phase of
Career Development Mentoring Mentoring relationships generally involve advising, role modeling,
sharing contacts, and giving general support.
Coaching Employee coaching consists of ongoing, sometimes spontaneous,
meetings between manages and their employees to discuss theemployees career goals and development.
Job Rotation
Job rotation involves assigning employees to various jobs so thatthey acquire a wider base of skills.
Tuition Assistance Programs Organizations offer tuition assistance programs to support their
employees education and development.
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Advancement
SuggestionsRemember that performance in yourfunction is important, but interpersonalperformance is critical
Set the right values and priorities.Provide solutions, not problems.Be a team player.Be customer oriented.Act as if what youre doing makes a
difference.
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Plan before you standSurvey the situation and have a plan before you
start writing, designing a training web page orspeakingDecide what to coverDetermine what you want your audience to
know. What is the purpose of the trainingsession? What should the audience be able to doat the end of your training session? Write this
out.Cover only those things your participants willneed to know. This is called just enough training.Resist the temptation to tell them the history ofthe subject, what's coming in the future, or what
they would do differently in some other situation.
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Know your audience and put yourself intheir shoes.Identify who your audience is and whattheir level of expertise is in the subject
matter.Don't automatically assume they willknow what you are talking about as you
go through a set of instructions. Includeeach step of the process. Don't skipsteps because you assume they are a
given.
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Make it easy on youDon't reinvent the wheel, look for
websites that have the information you
need and use them.Has someone else already done a
handout, presentation or web pageon this subject that you can borrow?Learn who normally does that sort of
thing at your institution and askthem, or call on your cronies fromother institutions to see if they have
anything you can use.
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If you have a lot of informationto convey and a short amount ofprep time, hit the central points
clearly and succinctly, thenprovide links, handouts,references, etc. to allow people to
dig deeper later.
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. Keep it simpleThis is not a Nobel Prize winning endeavor.
While you certainly don't want to put outsub-par material, you don't have to createthe best handout or the best website everwith Flash and digital video. Your job is to
convey the information simply, quickly andwell. Don't get caught up in the cosmetics
of it all. This is a BIG time-waster.If you want to get elaborate askyourself why. Will it truly increase theunderstanding of the information or willit just be cool? If the latter is the answer,
let it go if you're pushed for time.
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If you are designing a webpage to
deliver your training, be sure it iseasily navigable.If you get sidetracked, so be it, but
be sure your audience knows whereyou are in presentation when youget back on track (OK, I believe we
were discussing point 2, creating adistribution list).
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Organization is the key tosuccess
Whether you are verballypresenting the information orcreating a handout, organize in a
way that is easy to follow. Previewwhat you will be talking/writingabout, say it, and then recap themain points at the end (tell'em whatyou're going to tell them, tell them,
then tell'em what you've told them).
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Think about order. Askyourself if someone were tellingme how to do this, what order
would make the most sense tome and order your informationin this way. Examples -
chronological, function/task,problem/solution, etc.
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Remember to set the stage for your
training. Don't just launch into yourpresentation, use some form ofintroduction. Explain why you aredoing the training in the first place
(why are we doing this, because of asystem upgrade, etc?) Recap whatyou are there to accomplish, theequipment needed, etc. (should they
have their laptops hooked up and atthe college's homepage?), and about
how long the process will take.
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Let your audience know howyou have organized yourpresentation. Hit the central
points in succinct, clear phrases.Let your audience know how
and when questions areappropriate.
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Make it easy to read and
understandUse bullet points, not complete
sentences.Proofread for comprehension andspelling/grammar mistakes.Number your steps (step 1, step 2,
etc.) and include what you do and whathappens then (ex. click OK and the
password box displays).Use the video screen to demonstrate exactly what you are doing so that the audience can see your keystrokes.
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Use an easy to read font. One of my
favorites for hardcopy material is ComicSans, since the letters are widely spacedand easy to read and the feel is verycasual. Of course you know that Verdana
and Georgia are nicely visible on webpages (they are screen fonts). Also, usescreen fonts when projecting on a laptopscreen. See www. For more information
about fonts).Leave lots of white space. Don't try to
cram too much information on one page.
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Screenshots work wonders tohelp your audience understandwhat you are talking about (
SnagIt shareware is my personalfavorite software for capturingand editing screenshots).
ScreenCorder or Camtasia can beused to capture motion on a PC
screen.
http://www.techsmith.com/products/snagit/default.asphttp://www.matchware.net/en/products/screencorder/default.htmhttp://www.techsmith.com/download/studiodefault.asphttp://www.techsmith.com/download/studiodefault.asphttp://www.matchware.net/en/products/screencorder/default.htmhttp://www.techsmith.com/products/snagit/default.asp -
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. Practice a trial run with a small audienceRun through for concept and structure (does it
make sense?).If you don't have an audience, consider
videotaping yourself.Run though for delivery/timingDo a full rehearsal with visuals
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Present wellIf you are using PPT, don't turn around and read from the screen
and don't stand in front of the screen.Look at your audience, don't read to them.
Use an outline style and bullet points in your notes rather thancomplete sentences. This helps you to glance down easily and keep
your place while avoiding the temptation to read.If you will be working on the PC to demonstrate, considerstanding at the back of the room if possible and having the screen
in the front to avoid squinting into the light of the projector.Try to make eye contact with each member of your audience ifyou are in a small setting.Try to maintain a conversational tone because after all that's whatyou are doing - having a conversation several of your colleagues to
show them how to do something.Don't rush. Give your audience time to assimilate your ideas.Speak loudly, clearly and with feeling.Be yourself.
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. Calm those public speaking nervesRemember you are the expert and if you didn't havethe knowledge required they wouldn't have asked you to
speak in the first place.These are your colleagues and they just want the info.
They are not critiquing you to see if you have the
speaking skills of Aristotle.Use outlines, notes or cards if they help or make youfeel more secure but use them as cues - avoid reading
too much.
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. Avoid sneaky pitfalls that can kill your trainingendeavor
Always have a backup for your technology. Worst casescenario, you should be able to do your presentation in ablackout. Have handouts as a backup for PowerPoint, saveweb pages to a CD, etc.Ask yourself if you really need PPT and why? Sitting inthe dark can put your audience to sleep. Are the PPT
slides for your audience or an outline for you? Do they
emphasize your points or are they eye candy?Don't be afraid to say I don't know when you don't.Nobody likes a faker. Your audience will respect you for
being honest.
Try to get there early enough to setup and get
comfortable in your surroundings.Make enough handouts if at all possible.
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Don't read to the audience from your
handouts.Consider waiting until after the presentationis complete before handing out information ifit is not necessary that they follow along.
Sometimes handouts can be distracting.
Don't go over your allotted time limit. This
drives audiences crazy.Don't forget to interact with your audience.Ask questions, share stories. It's weird when
there's no audience interaction.
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Thanks