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The New Face of Training

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Dr. James J. Kirk Professor of HRD What You Will Learn Two major trends in the training field Traditional vs new training practices The new emphasis on performance ... – PowerPoint PPT presentation

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Title: The New Face of Training


1
The New Face of Training
  • Dr. James J. Kirk
  • Professor of HRD

2
What You Will Learn
  • Two major trends in the training field
  • Traditional vs new training practices
  • The new emphasis on performance systems
  • The use of technology to deliver instruction and
    support employee performance

3
Traditional Training Assumptions
  • Training (giving employees more skill, knowledge,
    or ability) is the solution to performance
    problems.
  • The goal of training is to give employees more
    skill, knowledge, or ability.

4
Traditional Training Assumptions
  • A training department should deliver the training
    that customers ask for.
  • A trainer's most important skill is to deliver
    training and facilitate learning.

5
New Assumptions
  • Training is one possible intervention when there
    are performance problems.
  • The goal of performance is to meet organizational
    performance goals.

6
New Assumptions
  • A performance improvement department should
    question whether training is needed.
  • A performance improver's most important skill is
    to diagnose performance problems.

7
Traditional Training Roles
  • Training needs analysis
  • Training design
  • Training delivery
  • Evaluation
  • Training management and coordination

8
New Roles
  • Performance analysis/diagnosis
  • Cause analysis
  • Intervention
  • Change implementation
  • Evaluation and feedback
  • Project management

9
Traditional Training Measures
  • Reaction of participants
  • Capability after training
  • Transfer of learning to job
  • Return on investment

10
New Measures
  • Effect on performance gap
  • Achievement of business goal

11
Traditional Training Tools
  • Assessment instruments
  • Instructional design models
  • Group process
  • The classroom
  • Learning technology
  • Textbooks, workbooks, tests

12
New Tools
  • Organization's operating plan
  • Strategy statement
  • Process map
  • Templates, models, matrices for human performance
    management
  • Performance support technology

13
Traditional Customers Of Trainers
  • The learner
  • The learner's manager
  • The training purchaser

14
New Customers
  • The process owner
  • The performer
  • The performer's manager
  • The company's customers

15
New Clients Value
  • Flatter, horizontal structures
  • Work done by teams organized around processes
  • Highly skilled workers empowered to act
  • Collaboration among teams, between labor and
    management, and with suppliers

16
New Clients Value
  • Focus on quality, customers, and continuous
    improvement
  • Flexible technologies
  • Formal change management.

17
The New Training Skills
  • Analytic skills
  • Consulting skills
  • Change implementation and other intervention
    skills
  • Measurement skills.

18
Areas Of Future Training Practice
Performance Improvement
Performance-Based Training
Training For Skills Knowledge
19
Five Key Elements To Performance
  • Results that make a company competitive
  • Measurable change
  • People with the right skill, knowledge, and
    behavior to perform as desired
  • Systems and processes that connect work effort to
    desired results
  • Methods for analyzing and closing gaps between
    current and desired performance

20
Performance Support
  • The concept of using technology to integrate
    knowledge and learning experiences with software
    tools to improve business performance by
  • (a) bringing individuals up to speed in their
    work as quickly as possible and with the minimum
    of support from other people, and
  • (b) providing an electronic infrastructure to
    enable organizational learning.

21
Electronic Performance Support System (EPSS)
  • The computer system that is produced as a result
    of applying the concept of Performance Support
    (PS). It integrates software tools, knowledge and
    learning experiences to improve business
    performance by
  • (a) bringing individuals up to speed in their
    work as quickly as possible and with the minimum
    of support from other people, and
  • (b) providing an electronic infrastructure to
    enable organizational learning.

22
Uses Electronic Performance Support Systems
  • Task structuring support help with how to do a
    task (procedures and processes),
  • access to knowledge bases (help user find
    information needed)
  • Alternate forms of knowledge representation
    (multiple representations of knowledge, e.g.,
    video, audio, text, image, data)

23
Characteristics Of Electronic Performance Support
Systems
  • Are computer-based
  • Provide access to the discrete, specific
    information needed to perform a task at the time
    the task is to be performed
  • Are used on the job, or in simulations or other
    practice of the job
  • Are controlled by the user
  • Reduce the need for prior training in order to
    accomplish the task

24
Characteristics Of Electronic Performance Support
Systems
  • Provide fast access to information
  • Irreverent information is excluded
  • Allow for different levels of user knowledge
  • Accommodates different learning styles
  • Integrates information, advise, and learning
    experience
  • Makes use of artificial intelligence

25
Web-Based Training
  • Web-based training (WBT) is an innovative
    approach to distance learning in which
    computer-based training (CBT) is transformed by
    the technologies and methodologies of the World
    Wide Web, the Internet, and intranets. (Tim Kilby)

26
Web-Based Training
  • Web-based training presents live content, as
    fresh as the moment and modified at will, in a
    structure allowing self-directed, self-paced
    instruction in any topic. (Tim Kilby)

27
Web-Based Training
  • WBT is media-rich training fully capable of
    evaluation, adaptation, and remediation, all
    independent of computer platform. (Tim Kilby)

28
Advantages WBT Include
  • Easy delivery of training to users
  • Instant multi-platform capabilities (Windows,
    Mac, UNIX)
  • easy updating of content
  • Shift from costly programming to interface and
    content design
  • Quicker turn-around of finished product
  • Requires less technical support

(Tim Kilby)
29
Advantages WBT Include
  • Billing options by user ID, number of accesses,
    date/time of access
  • Access is controllable
  • Options for private networks
  • Options to link with other training systems
  • Multitasking capability
  • Vast, untapped market for training

(Tim Kilby)
30
Disadvantages Of WBI Include
  • Limited formatting of content in current browsers
  • Bandwidth/browser limitations may restrict
    instructional methodologies
  • Limited bandwidth means slower performance for
    sound, video, and graphics
  • Someone must provide server access, control
    usage, bill users

(Tim Kilby)
31
The Internet and Intranets
32
Intranet An Internal Web
  • An intranet is a computer network connecting an
    affiliated set of clients (customers) using
    standard internet protocols (languages computers
    use to communicate to one another)
  • It is a computer web designed for and used by a
    particular business or organization

33
Internal Webs
  • In general a web can be defined as an
    unstructured client/server network that uses HTTP
    as its transaction protocol (language).
  • The World Wide Web comprises all HTTP nodes
    (computer connections) on the public Internet

34
Internal Webs
  • An internal web comprises all HTTP nodes on a
    private network, such as a corporate LAN (local
    area network) or WAN (wide area network)
  • Internal webs, a.k.a intranets, are only
    logically "internal" to an organization
  • Physically they can span the globe, as long as
    access is limited to a defined community of
    interest

35
Intranets Can Be A
  • Decision making tool
  • Learning organization tool
  • Collaboration tool

36
Intranets A DecisionMaking Tool
  • The Intranet links together all of the
    information in your organization. Either you can
    look at pre-determined information, or you can
    use interactive forms or report writers to prune
    and graft information to help you analyze market
    trends, or business behavior. You can share
    results with colleagues, clients and partners,
    and modify your business decisions accordingly.

37
Intranets A Learning Organization Tool
  • When information can be pulled instantly,
    decision makers are able to analyze business
    processes, business opportunities, and business
    goals much faster. More employees can become
    decision makers. Communication is opened up.
    The company that shares information, learns
    together, improves together, and creates a more
    intelligent organization.

38
IntranetsA Collaboration Tool
  • Quality products, internal customer services,
    technical procedures, departmental goals,
    shortcuts, and tips are made available to all
    employees. Various electronic forums (e.g.,
    video conferencing, electronic white boards,
    single document sharing) enable employees with
    common interests to meet and hash out issues,
    until the best possible solution is achieved.

39
New Training Skills
  • An understanding of distance
    learning/training
  • Computer usage
  • Electronic communications
  • Use of electronic performance systems
  • Designing multimedial instructional units for
    delivery over intranets
  • Design of new electronic instructional delivery
    system

40
What You Have Learned
  • Two major trends in the training field
  • Traditional vs new training practices
  • The new emphasis on performance systems
  • The use of technology to deliver instruction and
    support employee performance

41
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