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MANAGEMENT
TIME
Immediate Long term
FREME
ORGANIZATIONAL COMPETITVENESS
DESIRED ACTUAL
RESULTS RESULTS
PERFORMANCE
GAP
DESIRED
ACTUAL
PERFORMANCE
PERFORMANCE
PERFORMANCE NEED
ANALYSIS
Provide technical
Prepares skill-training information
materials Monitor training needs
Coordinates training efforts
Conducts or arranges for Conduct & monitor
off-the-job training continuing on-the-job
training
Coordinates career plans & Continually discuss
employee development
employees’ growth &
efforts future potential
Provides input & expertise Participate in
for organizational organizational change
development efforts
CHIEF LEARNING OFFICER
STRATEGIC TRAINING
a. STRATEGIZE
b. PLAN
c. ORGANIZE
d. JUSTIFY
TRAINING PROCESS
EVALUATION
.
Measure training outcomes
. Compare outcomes to objectives/criteria
SOURCES OF TRAINING
NEED ASSESSMENT
ORGANIZATION-WIDE SOURCES
. Grievances . Observations
. Accidents . Complaints JOB-BASED SOURCES
.Waste/Scrap . Exit interviews . Employee KSAs
Training Observations . Job specifications
Equipment use
IDENTIFY GAP
PERFORMANCE INADEQUAICIES
DETERMINED INFORMAL REVIEW
TYPES OF OBJECTIVES
LEARNERS READINESS
- Ability to learn
- Motivation to learn
- Self-efficacy ( belief that he/she can
successfully learn the training programmes)
TRAINING DESIGN
LEARNING STYLE
- Auditory learners ( Ones who learn best by
listening to someone else tell them about
the learning content)
- Tactile learners ( who must “get their hands
on” and use the training resources)
- Visual learners ( who think in pictures and
figures and need to see the purpose of the
training)
FOCUS :
• Apply training to job context in which they work
• Maintain the use of learned material over time
• Methods to increase the transfer of training
- Offering trainees an overview of the training content
and process prior to the actual training seem to help in
short term and long term training transfer
- Ensure that the training mirrors the job context as
much as possible (role playing)
TYPES OF TRAINING
. INFORMAL TRAINING
. ON-THE-JOB TRAINING
STAGES FOR
ON JOB TRAINING
OUTSOURCING OF TRAINING
TRAINING
EVALUATION
LEVELS OF
EVALUATION
REACTION
•How workers liked the Source:
training Kirkpatric
• Questionnaire & Evaluation Model
COST BENEFIT
ANALYSIS
Technical
Skills
Human Skills
Conceptual Skills
SELF-BEHAVIOUR MANGEMENT
TIME MANGEMENT
ANGER MANAGEMENT
IMPRESSION MANAGEMENT
IMPROVING PERSONALITY
DEVELOPMENT THROUGH SELF
STUDY
QUESTIONS / ANSWERS
SESSION