TRAINING

2. 3 Chapter TRAINING

3. PREVIEW • The concept of training. • The benefits of training. • A systematic approach to training. • Examples of learning principles. • The role of computers in training.

4. WHAT IS TRAINING Training is the attempt by an organization to change employees through the learning process so that they are able to perform their jobs as efficiently as possible.

5. THE ASK MODEL Change Attitudes A S K Develop Skills Increase Knowledge

6. The Government Training Vendors Consultants Educational Institutions The Training Department Employees Employers Heads of Department TRAINING IS A LEARNING PARTNERSHIP The Organization

7. THE HUMAN RESOURCE DEVELOPMENT FUND

8. WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? Margaret Anne Reid (2004) and her co-authors in Human Resource Development point out that the following costs will be incurred if an employer does not train his employees.

9. WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? (cont.) • Payment to employees when learning on the job, which may take longer if it is not properly planned for. • Costs of wasted materials, sales and customers lost because of mistakes made by untrained employees.

10. WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? (cont.) • Management time cost taken to undo the mistakes made by the untrained employees. • Lowered morale, leading to higher turnover, among team members who are demotivated by working with an untrained employee.

11. WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? (cont.) • Accident-related costs; it is well-documented that untrained workers tend to have more accidents. • Higher turnover leading to recruitment costs because employees feel they have no prospects of further development.

12. BENEFITS OF TRAINING • Training opportunities attract and help to retain talented workers • Training increases worker productivity • Training increases workers’ job satisfaction • Training keeps workers up-to-date • Training helps to motivate workers

13. LEARNING ORGANIZATIONS • A learning organization is one which is permeated with a culture, whereby all employees continuously attempt to increase their knowledge and skills on a cooperative basis. • The organization takes proactive steps to retain this knowledge within the organization.

14. Implement the programme LEARNING ORGANIZATIONS THE TRAINING PROCESS Identify training needs Set training objectives Develop the training programme Evaluate the programme

15. WHAT IS A TRAINING NEED? A training need is a problem which prevents work being done satisfactorily and which can be overcome by TRAINING.

16. TRAINING NEEDS ANALYSIS • Who needs training? • What skills or knowledge do they need? Do their attitudes need changing?

17. TRAINING NEEDS ANALYSIS (cont.) Levels of Analysis Organizational Level • Organizational culture • Quality and productivity schemes Operations Level • Job analysis Individual Level • Evaluating individual performance against standards

18. TRAINING NEEDS ANALYSIS (cont.) Sources of Information • Job descriptions • Heads of departments • Employees • Organizational records • Performance review documents

19. TRAINING NEEDS ANALYSIS (cont.) Situations • New employees • Promotion and transfer • New machinery • New procedures and policies • New products or services

20. TRAINING NEEDS ANALYSIS (cont.) Problems suggesting a training need include: • Falling output • Rising error, scrap, waste, mistakes • Increasing time taken to complete work • Increasing accident rate • Increasing customer complaints

21. TRAINING OBJECTIVES A well-written training objective includes a statement on: • Terminal behaviour required of the trainee • Standards of performance • Conditions for performance

22. DEVELOPING TRAINING PROGRAMMES Factors to Consider • Venue • Trainer • Duration • Budget • Individual or group • Methodology • Logistics

23. TRAINING VENUE On-the-job? or Off-the-job?

24. Step 1:Break down the job into its separate parts Step 2:Give an overview of the job Step 3:Demonstrate a part of the job for the trainee Step 4:Let the trainee try to do what has been demonstrated Step 5:Correct any mistakes made Step 6:Let the trainee practise JOB INSTRUCTIONAL TRAINING/ON-THE-JOB TRAINING

25. TRAINING METHODS • Lecture • Handouts • Audio-visual aids • Computer-aided learning/e-learning • Role-playing • Case studies • Simulation • Coaching • Apprenticeship • Projects/Special assignments

26. TRAINING METHODS (cont.) Which Methods to Use? • A, S or K? • Active or Passive? • Cost and facilities?

27. LEARNING PRINCIPLES • The learner must want to learn • Active learning is more effective than passive learning • Feedback or knowledge of results is essential • Learning is faster in teams

28. Reaction: How do trainees feel about the programme? Learning: What have the trainees learned? Behaviour: What on-the-job changes in behaviour have taken place? Results:Have cost reductions resulted? THE KIRKPATRICK MODEL OF EVALUATION

29. E-LEARNING • E-learning allows learners to learn at the speed which suits them best. • E-learning allows for savings on logistics costs. • E-learning allows employees to learn at times which suits them best.

30. REVIEW • The concept of training. • The benefits of training. • A systematic approach to training. • Examples of learning principles. • The role of computers in training.