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Agenda
Importance of Training Who Will Do the Training How Employees Learn Best Developing a Job Training Program Retraining Overcoming Obstacles to Learning
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THERE IS NOTING TRAINING CAN NOT DO; NOTHNG IS ABOVE ITS REACH;IT CAN TURN BAD MORALS TO GOOD, IT CAN DESTROY BAD PRINCIPLES and CREATE GOOD ONES, IT CAN LIFT MEN TO ANGELSHIP. Mark Twain
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The training these days is just so high tech but still inefficient!
Tell me and I forget, teach me and I remember, involve me and I learn - Benjamin Franklin
As a demand-driven Human capital is increasingly regarded as one approach to human resource of the major drivers of productivity, economic growth and competitive advantage. and skills development, the Recognizing the importance of human capital, Training will build and the training manpower sets out to generate: strengthen relationships with and among workplace A skilled, adaptable, motivated and resilient workforce and better engage partners employers, unions to A flexible, efficient labour market respond to the challenges of workplace skills A responsive strategy to meet employers needs for skilled workers development. A learned employee can retain customers and increase business & market share thro proper behavior and good public relations
30% 20% 10% 0% Private Managers Public Managers Private Labour Public Labour
Importance of Training
Managers: Importance to overall business strategy Labour leaders: Importance to collective bargaining issues
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% not/slightly important important very important crucial 5% 9% 22% 29% 30% 25% managers labour 44% 37%
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Industry and government in the United States spend approximately $90 billion each year on employee training and education.
Average Japanese companies spends about 6% of budget on training. Study of major automobile manufactures found U. S automakers spend about 40 hours training new employees compared to 300 hours for Japanese automakers. Motorolas CEO required all divisions to spend at least 2% of budget on training. Over next 7 years, profits increased 47% and it was estimated that each $1.00 in training yielded $30.00 in return. 11
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Factors to consider
Training to benefit organisation Training to benefit employees Training to benefit the industry Provide a good return on investment?
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Return on Investment
Hours spent learning less than hours saved by use of new skills
Hours Learning & Hours Saved (Per Year)
160 140 120 100 80 60 40 20 Medical Allied Nurses Support Primary Hours Learning Hours Saved
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Investment
To invest properly, the employer must provide training as one
of the needed tools for employees to get the job done.
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Why Training?
The sharing of information through training is our most valuable tool to develop our most valuable assetour employees.
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Integrate new technologies into work Establish standards for work practices
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The Importance of Employee Training in Increasing Sales Were in this thing together
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=
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customer
owner
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customer
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MANAGEMENTs ONE OF THE MOST IMPORTANT FUNCTIONS IS TO TRAIN PEOPLE FOR THEIR JOBS.
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Attitudes to training
Individual: How is that related to what I do? Im good at my job and anyway, I have no time I suppose thats my weekends shot for months! Are they trying to get rid of me? Employer: How can I be sure the organisation will benefit? Training is so expensive how will I know if it has been effective? Will this effect the goal of developing and implementing standards and protocols for the organisation? If I train them, theyll leave
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I. Needs Assessment
I. Needs Assessment
1. Organizational Level
Technology change. Organizational restructuring. Change in workforce. Marketing Plans. Productivity measures
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2. Job Level
Job and task analysis. Identify Key areas. Review procedural and technical manuals.
Design Training Program
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3. Individual Level
Determine who needs training and what kind.
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Tell me and I forget, teach me and I remember, involve me and I learn - Benjamin Franklin
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Kinds of training
Informal on the job, phone a friend Formal attendance or completion Formal certified, vindicated
Evidence of Return on Investment Must be planned Allows for customisation, relates to workplace standards
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Types of Training
1. Skills Training. 2. Retraining. 3. Cross-Functional. 4. Team Training. 5. Creativity Training. 6. Literacy Training. 7. Diversity Training. 8. Customer Service.
3. Types of Training
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1. SKILLS TRAINING
Focus on job knowledge and skill for: Instructing new hires. Overcoming performance deficits of the workforce.
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2. Retraining
Maintaining worker knowledge and skill as job requirements change due to: Technological innovation Organizational
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3. Cross-Functional Training
Training employees to perform a wider variety of tasks in order to gain: Flexibility in work scheduling. Improved
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4. Team Training
Training selfdirected teams with regard to: Management skills. Coordination skills. Cross-functional
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5. Creativity Training
Using innovative learning techniques to enhance employee ability to spawn new ideas and new approaches.
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6. Literacy Training
Improving basic skills of the workforce such as mathematics, reading, writing, and effective employee behaviors such as punctuality, responsibility, cooperation,etc.
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7. Diversity Training
Instituting a variety of programs to instill awareness, tolerance, respect, and acceptance of persons of different race, gender, etc. and different backgrounds.
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Training to improve communication, better response to customer needs, and ways to enhance customer satisfaction.
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Training Methods
Classroom Video
Simulation
On-the-Job
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1. Classroom Instruction
Efficient dissemination of large volume of information. Effective in explaining concepts, theories, and principles. Provides opportunity for discussion.
PROS
Learner does not control pace or content Does not consider individual differences. Limited practice. Limited feedback. Limited transfer to job.
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CONS
CONS Does not consider individual differences. Limited practice. Limited feedback. Adds additional cost.
Efficient instruction. Considers individual differences. Allows scheduling flexibility. Allows active practice for some tasks. Allows learner control. Provides immediate feedback to tasks.
Limited in presenting theories and principles. Limited discussion. Transfer depends on particular job. (Good for computer work.) High development cost (40-60 hours per hour of instruction at 68 approx Rs. 10,000 per
5. Simulation
PROS Provides realism. Allows active practice. Provides immediate feedback. Allows exposure to hazardous events. High transfer to job. No job interference. Lowers trainee stress. CONS Cannot cover all job aspects. Limited number of trainees. Can be very expensive (for example, aircraft simulators and virtual reality simulators).
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6. On-The-Job Training
PROS
Provides realism. Allows active practice. Provides immediate feedback. High motivation. High transfer to job. Lowers training cost.
CONS Disruptions to operations. May damage equipment. Inconsistent across departments. Inadequate focus on underlying principles. Lack of systematic feedback. Transfer of improper procedures. Trainee stress.
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Post Test Only. Cannot tell if there is a change in knowledge or skill. Measure Train Measure
Pre-test with Post-test. Detects a change, but cannot tell if training was responsible.
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Train
No Train
Measure
Measure
Scientific Method: Training Group and Control Group. Compare performance of Training Group and Control Group after training. If Training Group has higher performance, it can be attributed to a training effect.
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IV. Transfer
Transfer refers to the trainees application of knowledge and skills gained in training on the job. It is affected by:
Relevance and effectiveness of the training readiness, practice, and feedback principles. Follow-up instruction and support. Reinforcement to use new knowledge and skills.
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