Module 1 – Introduction to Employee Training and Development

Created by

Marco

Cards (23)

Training and Development - Involves improving the effectiveness of organizations and the individuals and teams within them.
Learning - It refers to employees training acquiring knowledge, skills, competencies, attitudes, or behaviors.
Human Capital - It refers to knowledge (know what), advanced skills (know how), system understanding and creativity (know why), and motivation to deliver high-quality products and services (care why).
Training - It refers to planned effort by a company to facilitate learning of job-related competencies, knowledge, skills and behaviors by employees.
Development - It refers to training as well as formal education, job experiences, relationship, and assessments of personality, skills, and abilities that help employees prepare for future job or positions.
Formal Training and Development - It refers the training and development programs, courses, and events that are developed and organized by the company.
Informal Learning - It refers to learning that is learner initiated, involves action and doing, is motivated by an intent to develop, and does not occur in a formal learning setting.
Explicit Knowledge - It refers to knowledge which is well documented, easily articulated, easily transferred from person-to-person.
Tacit Knowledge - It refers to personal knowledge based on based on individual experiences that is difficult to codify.
Knowledge Management - It refers to the process of enhancing company performance by designing and implementing tools, process, systems, structures, and cultures to improve the creation, sharing, and use of knowledge.
Training Design Process - It refers to a systematic approach for developing programs.
Step 1 Conducting Needs Assessment - It is necessary to identify whether training is needed.
Step 2 Ensuring Employees' Readiness for Training - It ensures that employees have the motivation and basic skills necessary to master the training content.
Step 3 Creating a Learning Environment - It has the features necessary to master training content.
Step 4 Ensuring Transfer of Training - It is to ensure the trainees apply the training content to their jobs. This step involves having the trainee understand how to manage skill improvement, as well as getting co-worker and manager support.
Step 5 Developing an Evaluation Plan - It includes identifying what types of outcomes training is expected to influence, choosing an evaluation design that allows you to determine the influence of training on these outcomes, and planning how to demonstrate how training affects the "bottom line."
Step 6 Selecting Training Method - It is based on the learning objectives and learning environment.
Step 7 Monitoring and Evaluating the Program - It revisit any of the steps in the process to improve the program so that learning, behavior, change, and other learning objectives are obtained.
The Forces Influencing Working and Learning
Globalization
Increased Value Placed on Intangible Assets and Human Capital
Focus on Knowledge Workers
Employee Engagement
Change and Continuous Learning
Focus on Links to Business Strategy
Changing Demographics and Diversity of the Workplace
Increase in Ethnic and Racial Diversity
Aging Workforce
Generational Differences
Talent Management
Retirement of Baby Boomers
Skill Requirements
Customer Service and Quality Emphasis
New Technology
High-Performance Models of Work Systems
Individual Viewpoint about Training - It recognize the importance of training to keep up-to-date.
Outsourcing - Training and Development activities are provided by individuals outside the company. Training providers outside the company include colleges and universities, community and junior colleges, technical and vocational institutions, product suppliers, consultant and consulting firms, unions, trade and professional organizations, and government organizations.
Professionals in Human Resources - Who is in charge of training?
The Trainer - He/She influences the learners in a very special way.