Training

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Training

• MANA 3320
• Dr. Jeanne Michalski

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TD in the U.S.

• Estimated 16 billion to 55 billion annually.
• 1 of payroll are best estimates for large
  companies.
• 93 of establishments have formal training
  programs
• 50 of all employees experience some kind of
  company-sponsored training program in last 12
  mos.
• Steady increase technical training and the of
  employees trained over last 10 years.
• Most common types of training are new employee
  orientation and supervisory / managerial
  training.

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Training vs. Development
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Training Process
Training Design
Needs Analysis
Training Delivery
Evaluation
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Needs Analysis
Organizational Analysis Strategic Direction /
Managerial Support / Resources

• Skills Requirements
• Current jobs
• Future initiatives

• Employee Skills
• Current Employees
• New Hires

Training and Development Needs
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Adult Learning Theory

• Adults need to know why they are learning
  something.
• Adults desire to be self-directed.
• Adults bring more work-related experiences to the
  learning situation.
• Adults enter into a learning experience with a
  problem-solving orientation.
• Adults are motivated by both extrinsic and
  intrinsic motivators.

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A Typical Learning Curve
High
Performance
Plateau
Low
Time (weeks)
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Training Design

• Implications of Adult Learning Theory
• Mutual planning and collaboration in instruction.
• Use learner experience as a basis for examples
  and applications.
• Develop instruction based on learners interests
  and competencies.
• Immediate application of content.
• Problem-centered rather than subject centered
  learning.
• Formal vs. Informal Training
• Most powerful learning experiences come
  on-the-job
• Informal training difficult to manage.

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Methods for Management Development

• On-the-Job Experiences
• Seminars and Conferences
• Case Studies
• Management Games
• Role Playing
• Behavior Modeling

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Training Delivery

• Classroom instruction
• By far the most common means of instruction
• Videotapes
• On-the-job training
• Formal job shadowing / apprenticeships
• Informal job rotation
• CBT Computer-Based Training
• Technical skills
• Business simulation
• EPSS Electronic Performance Support Job Aid
• Simulations

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Virtual Reality Prepares Soldiers for Real War

• "There's been a huge change in the way we prepare
  for war says retired Rear Adm. Fred Lewis.
  "Live training on the field is still done, of
  course," but, he adds, "using simulations to
  train them is not only natural, it's necessary.
• In the mid-1990s, David Bartlett, the former
  chief of operations at the Defense Modeling and
  Simulation Office, created "Marine Doom," the
  military version of the original "Doom." The
  simulation was conducted in a lab with six PCs
  networked together. It served as a precursor for
  more expensive, highly immersive,
  state-of-the-art military simulation centers and
  PC labs.
• Some, like Asymmetric Warfare largely train
  soldiers how to coordinate complicated missions.
  Think of it as a sort of military "EverQuest"
  that can be played by multiple people in multiple
  places at the same time. With the Indoor
  Simulated Marksmanship Trainer, soldiers train to
  shoot their weapons by holding a rifle that looks
  like an M16, except it fires a laser and the
  target is a giant screen.
• Washington Post 2.14.06

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Topics of Training Programs

• Technical Training
• Customer Service
• Sales/Negotiation
• Leadership
• Professional Skills
• Business Writing
• Time Management
• Company Processes
• Performance Appraisal
• Systems
• and many more

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Competency Models

• Competencies are the knowledge, skills and
  behaviors required for job performance and
  organizational success.
• Range from general to very specific and detailed.
  
• Models are lists of competencies used to guide
  
• Recruiting
• Performance management
• Employee development offerings
• Usually specific to job categories such as
• Technical employees
• Managers / Supervisors
• Leadership competencies

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I. Achieving Competitiveness

• Customer Focus Aggressively monitors and
  anticipates customer requirements and responds to
  them in an appropriate manner.
• Business Focus Strategically monitors business
  performance and environment to enhance
  competitive position.
• Innovation and Change Actively seeks out new
  ideas and displays creativity in adapting to
  changing conditions.
• Results Orientation Demonstrates the drive and
  persistence to meet and exceed job goals for self
  or other.
• Analysis and Planning Uses critical thinking to
  solve problems and develop effective work plans.
• Systems Thinking Improves and integrates
  business process to meet organizational strategic
  goals.
• Technical / Functional Expertise Demonstrates,
  enhances, and shares job-related knowledge and
  skills.
• Anheuser-Busch Competencies

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II. Succeeding Through People

• Valuing people Demonstrates respect for others
  regardless of personal background.
• Commitment to Development Develop own and
  others capabilities to better meet
  organizational needs.
• Professionalism Demonstrates candor, composure,
  and commitment to obligations in work
  relationships.
• Empowerment Delegates or accepts responsibility
  to expand own capabilities to take appropriate
  risks and make decisions.
• Influence Uses appropriate methods to motivate
  others.
• Team orientation Accepts the team approach and
  takes necessary action to support its processes
  and goals.
• Anheuser-Busch Competencies

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Team Orientation Behaviors

• Individual Contributor
• Recognizes that own success is linked to team
  success.
• Supports team roles, norms and decisions.
• Speaks up when the team is headed in wrong
  direction.
• Keeps others informed of decisions and
  information that may affect them.
• Anheuser-Busch Competencies

• Manager
• Creates and monitors teams to meet business
  objectives.
• Sets clear expectations for teams.
• Works to build commitment towards common goals.
• Provides resources
• Recognizes team for accomplishments.
• Measures own success by teams success.

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Evaluation

• Level 1 did they enjoy the training
• Smile sheets
• Level 2 did they learn anything
• Pre and post tests
• Follow-up evaluations
• Level 3 did they transfer new skills to the job
• Depends on the work environment
• Needs support of boss and co-workers
• Level 4 did the training impact the business
• Detailed ROI study
• Seldom straightforward

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ROI Impact Study
Program Title Preventing Sexual Harassment at
Healthcare, Inc. Target Audience All employees
through group meetings (6,844) Fully-loaded
Program Costs 277,987 Level 1 Overall
Rating 4.11 out of 5 Level 2 65 Increase in
post-test versus pre-test Skill practice
demonstration Level 3 96 conducted
meetings 4.1 out of 5 on behavior change
survey 68 complete all action items 92
complete some Level 4 Turnover reduction
2,840,632 Complaint reduction
360,276 Total improvement 3,200,908 /
Program Cost 277,987 ROI 1,051
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Trends in Development

• Performance review system used for assessment
• Self-assessment
• 360 degree feedback
• Directly linked to development offerings.
• Computerized gap analysis and scheduling of
  training and development classes.

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Corporate University

• Over 1000 companies have corporate universities.
• GEs Crotonville
• Hamburger University
• Vary from traditional training programs to
  offering all types of degrees.
• Combination of designed instruction and
  partnering with universities.