Chapter 8 - 9

• Training is becoming more and more indispensable to the success of present-day firms who constantly compete just to keep ahead of their competition.
• It cannot be denied that training play a key role in sustaining and reinforcing the core competencies of a firm; hence, it has become a control component of the company's strategic management activity
• the rate of technology advancement is so erratic that employees should constantly upgrade their skill sets in response to newer environmental developments
• A competitive environment makes it important for organizations all over the world together to upgrade the capabilities of their human resources to enable them to manage and deal with challenging assignments
• Training is a planned learning experience intended to enhance the competence, expertise, aptitude, and performance of an individual in his or her current job
• development is a planned learning experience designed to enhance and improve competencies of an individual for a possible future task.
• Employee training and development is an indispensable part of the HR function. It aims at improving the performance and productivity of the employees.
• In training, the employees are imparted technical know-hows related to their present job. The main objective is to extend growth and advancement opportunities in conformity with company goals and objectives.
• Training is a planned learning experience intended to enhance the competence, expertise, aptitude, and performance of an individual in his or her current job
• development is a planned learning experience designed to enhance and improve competencies of an individual for a possible future task.
• development is a planned learning experience designed to enhance and improve competencies of an individual for a possible future task.
• development requires educational process which is concerned with the further growth of the employee. Basically, development prepares employees for future challenges and a potential climb up the corporate ladder
• After the training and development sessions, employees are expected to “bring back to the floor” whatever learning they have gained during the activity
• A training and development program that does not respond to the identified need of the trainees would not be effective, and therefore becomes meaningless.
• At the center of the model is the method of knowing both the trainee and organizations' needs.
• One technique of identifying what training needs will be formulated to help both employees and organizations accomplish their goals is through the training needs assessment survey form.
• Training needs assessment survey form. This form will help the organization identify what trainee skills and competencies should be further enhanced.
• List of seminar topics are distributed to employees/trainees requiring them to mark the topic they believe they need a great extent of training
• Other than knowing the needs of employees, it is equally necessary to take into account the needs of the organization
• ANALYZING ORGANIZATIONAL AND TRAINEE NEEDS

  1. Prepare detailed task analysis
  2. Formulate learning objectives
  3. Create an instructional design
  4. Decide what training methods to use
  5. Make a list of required instructional materials
  6. Outline an action plan
  7. Implement the program
  8. Evaluate results
• Prepare a detailed task analysis. Now that the organization and trainee needs have been identified, the initial step is to prepare a comprehensive task analysis.
• A task analysis is a specific illustration of the essential things needed for the effective delivery of the training session such as computers, laptops, chairs, tables, writing supplies, and other important resources.
• Formulate learning objectives. Begin by writing down the purpose of the training, then indicate what you expect the trainees should know, what behavior should be improved, and what skills should they acquire and develop after the training
• Formulate learning objectives. Begin by writing down the purpose of the training, then indicate what you expect the trainees should know, what behavior should be improved, and what skills should they acquire and develop after the training
• Create an instructional design. Now that training objectives have been formulated, construct a program that is ANCHORED to your learning objectives, as an assurance that you do not deviate from the purpose of the training. This will assist you in writing the key contents of the program, including when to start and end the entire activity.
• training methods are not "one- size-fits all."

  True
• Decide what training methods to use. You can choose from a variety of procedures that will fit the needs of your trainees, such as the interactive type, lecture, group discussion, digital applications, or a combination of each and other techniques.
• Decide what training methods to use. You can choose from a variety of procedures that will fit the needs of your trainees, such as the interactive type, lecture, group discussion, digital applications, or a combination of each and other techniques.
• Instructional materials or resources are essential components of any or all training activities that aim to address knowledge and skills improvement and enhancement.
• Make a list of the required instructional materials. The best approach 'is determining what appropriate training materials to use is to go into your learning objectives and training methods you intend to use.
• Typical resources may include audiovisual aids, manuals, transparencies, etc.
• Outline an action plan. After the learning objectives have been formulated, instructional design completed, training methods decided and training materials identified, the next thing to do is to write an action plan that clearly and concisely shows established goals, appropriate strategies, support people or individuals responsible for every goal and strategy, and a timeline for every action and monetary concerns.
• Implement the program. With a well-prepared and organized action plan on hand, you are now ready to share your knowledge and expertise on a given subject.
• A good presentation is interactive, that is, the trainer must know how to capture the attention of the trainees by asking effective questions. During the training session, the trainer should constantly maintain eye contact and immediacy with the audience to draw their attention to your presentation. Other important ingredients to effective presentation are good body posture, friendly voice expression, and good communication and motivating skill.
• Evaluate results. When the training has come to an end, the trainer's job is to objectively rate the effectiveness of the training session.
• TRAINING METHODS FOR NON-MANAGERIAL POSITIONS

  1. On-the-job Training (OJT)
  2. Apprenticeship Training
  3. Classroom Training
  4. Programmed Instruction
  5. Audiovisual Method
  6. Simulation Method
• On-the-job training is the highly used technique for training non- managerial employees. It is assumed to be a means of educating and familiarizing trainees with the work climate they will ultimately become part of.
• OJT. During the training, the trainees get hands-on experience of the work situation with guidance from their supervisors or other trainers who act as mentors.
• It gives rise to a powerful workforce and offers employers a better comprehension of their employees, competency base. On-the-job trainees make use of tools and other training materials readily available in the work area.
• The more an organization spends on its workers via on-the-job training, the bigger the probability of keeping them, as they feel appreciated and valued.

  True