Designing Effective Training
This is a systematic approach for developing
training programs. Figure 1.0 presents the seven steps in this process. In
designing, conducting Needs assessment to identify the need of training (Arthur et al., 2003), affirming the willingness of employees for training (Boccara and Delgoulet,
2015),inducing a learning environment, assure imparting knowledge and skills (Blume et al., 2017), developing an evaluation plan, espousing a training
method and monitoring and appraising for change and ascension (Tews and Noe, 2017) are important.
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| Figure 1 - Training Design Process |
Source - (Noe, 2005)
References
Arthur, W., Bennett,
W., Edens, Pamela S. and Bell, S. T. (2003) ‘Effectiveness of
training in organizations: A meta-analysis of design and evaluation features’, Journal
of Applied Psychology, 88(2), pp. 234–245. doi: 10.1037/0021-9010.88.2.234.
Blume, B. D., Ford, J K., Surface, E.
A. and Olenick, J. (2017) ‘Human Resource Management Review A dynamic model of
training transfer’, Human Resource Management Review, 29(2), pp. 270–283.
doi: 10.1016/j.hrmr.2017.11.004.
Boccara, V. and Delgoulet, C. (2015) ‘Works analysis in
training design’, Activites, 12(2), pp. 137–158. doi:
10.4000/activites.1109.
Noe, R. A. (2005) Employee Training and Development.
5th edn. New York: McGraw Hill.
Tews, M. J. and Noe, R. A. (2017) ‘Does training have to be
fun? A review and conceptual model of the role of fun in workplace training’, Human
Resource Management Review, 29(2), pp. 226–238. doi:
10.1016/j.hrmr.2017.11.003.
Hi Tharika, Saks and Haccoun (2010) confirmed that, in the global context lesson plan has been a key fact in training and development. The main component of the lesson plan includes, characteristics of the good trainer, the selection of the trainees, Training materials and equipment. Hence, it is important to create a climate for training.
ReplyDeleteHi Dishan,
DeleteImmediately the training needs are identified, the human resource department must initiate the appropriate training effort, to close the gap between expected and actual results. This may also depend on circumstances like; developing a training plan, designing a training lesson, selecting trainer and preparing the trainers (Martin et al., 2016). To be a successful training professional requires staying up-to-date on current research and training practices (Noe, 2005).
Hi Tharika, When it comes to training need analysis Armstrong (2009, p. 4) states that ‘human resources management (HRM) is a strategic and coherent approach to the management of an organization’s most valued assets: the people working there, who individually and collectively contribute to the achievement of its objectives’. Many studies have demonstrated the effect of HRM on the performance of an organization (Peña Garcia Pardo and del Valle Fernández Moreno, 2009).
ReplyDeleteHi Vianlo,
DeleteResearch acclaimed the importance of training by which organization can be develop and enhance organization profitability (Sung et al, 2014). Training need analysis (TNA) can be considered the most important steps in ensuring the effectiveness of the overall training process. This statement is made based on the emphasized placed by many training theorist on this step, who agreed that TNA must precede any type of training intervention (Wright and Geroy, 1992; Anderson, 1999). This opinion also shared by Elbadri (2001) which stated that in the beginning stage of the training cycle, TNA minimized error achieved by the training programs.
Hi Tharika, The primary purpose of learning and development as an organizational process is to aid collective progress through the collaborative, expert and ethical stimulation and facilitation of learning and knowledge that support business goals, develop individual potential, and respect and build on diversity.(Harrison (2009: 8).
ReplyDeleteHi Gabriel,
DeleteRegardless of the training method, certain conditions must be present for learning to occur. These include (1) providing opportunities for trainees to practice and receive feed- back, (2) offering meaningful training content, (3) identifying any prerequisites that trainees need to successfully complete the program, and (4) allowing trainees to learn through observation and experience. For learning to occur it is important to identify what is to be learned—that is, to identify learning outcomes. Learning outcomes should be related to what is required to successfully perform the job (Noe, 2005).
Hi Tharika,
ReplyDeleteThere is ample evidence that evaluation continues to be one of the most vexing problems facing the training fraternity. Evaluation of training and development is the most essential aspect of training programme. Generally all good training and development programmes start with identification of training and development needs and ends with evaluation of training (Gopal, 2009). Training evaluation ensures that whether candidates are able to implement their learning in their respective work place or to the regular routines (Nagar, 2009).
Hi Aravindth,
DeleteYes. Agree with you. Training evaluation is the systematic collection of descriptive and judgmental information necessary to make effective training decisions related to the selection, adoption, value and modification of various instructional activities (Werner & DeSimone, 2006). Effective evaluation is well-planned and reliable. Therefore, organizations must closely study the data obtained from the training evaluation to upgrade the present training programs (Abdel-Wahab et al., 2008).
There are various evaluation models have been proposed in the literature such as Galvin’s CIPP (1983), Brinkerhoff’s model (1987), Kraiger, Ford and Salas’ model (1993), Holton’s model (1996) and Phillip’s model (1966). However, the most widely used evaluation model is the four levels of evaluation model by Donald Kirkpatrick in 1967. This model comprises of four levels of evaluation namely: Level 1- Reaction, Level 2-Learning, Level 3-Behavior, and Level 4-Results. According to Kirkpatrick, each level is essential and has an impact on the next level. The process becomes more complicated and time consuming as the assessor move from one level to the next (Kirkpatrick & Kirkpatrick, 2006).
Hi Tharika, I would like to bring in a different kind of training & delivery method apart from what you have already mentioned. i.e. Job shadowing. Job Shadowing is a training delivery method that places an employee who already has the skills with another employee who wants to develop those skills. Apprenticeships use job shadowing as one type of training method. For example, an apprentice electrician would shadow and watch the journeyman electrician perform the skills and tasks and learn by watching. Eventually, the apprentice would be able to learn the skills to do the job alone. The downside to this type of training is the possibility that the person job shadowing may learn “bad habits” or shortcuts to performing tasks that may not be beneficial to the organization(Goldstein & Ford, 2002)
ReplyDeleteHi Lakshmi,
DeleteYes. Job shadowing can be useful as a training method to generate employee interest and engagement. As Kathryn Tyler points out, it is an ideal way for employees to gain new perspectives on a company and even “shop” for different roles within the company. While the primary purpose of job shadowing is for the trainee to learn to perform a specific job, demonstrates that trainees get the unique opportunity to view the company from a different perspective, which may give them a broader view of the company (Tyler, 2008). Job shadowing can be recommended for situations where a company is training existing employees for a new role in the company, or giving existing employees a chance to “try on” a new role without the risk and cost of failure associated with job rotation (Martin et al., 2016).