T&d

• Forces affecting the workplace and learning making training a key ingredient for company success

  • Customer service
  • Productivity
  • Safety
  • Employee retention and growth
  • Uncertainty in the economy
  • Coping with the retirement of skilled employees
  • The use of new technology
• Competitiveness


  A company's ability to maintain and gain market share in an industry
• Human resource management


  The policies, practices, and systems that influence employees' behavior, attitudes, and performance
• Stakeholders


  Shareholders, the community, customers, employees, and all the other parties that have an interest in seeing that the company succeeds
• Learning


  Employees acquiring knowledge, skills, competencies, attitudes, or behaviours
• Training


  A planned effort by a company to facilitate learning of job-related competencies, knowledge, skills, and behaviors by employees
• Development


  A formal education where you put yourself in the process and you gain experiences
• Formal training and development


  Training and development programs, courses, and events that are developed and organized by the company
• Informal learning


  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
• Training design process


  1. Step 1: Needs assessment

  2. Step 2: Ensure employees have motivation and basic skills

  3. Step 3: Create a learning environment

  4. Step 4: Ensure trainees apply training content to their jobs

  5. Step 5: Develop an evaluation plan

  6. Step 6: Choose the training method

  7. Step 7: Evaluate the program and make changes
• Forces influencing working and learning

  • Economic cycles
  • Globalization
  • Increased value placed on intangible assets and human capital
• Focus on knowledge worker


  Employees who contribute to the company not through manual labor but through what they know
• Employee engagement


  The degree to which employees are fully involved in their work and the strength of their commitment to their job and the company
• Change and continuous learning


  The adoption of a new idea or behavior by a company
• Examples of intangible assets

  • Human capital
  • Customer capital
  • Social capital
  • Intellectual capital
• Talent management


  The system or strategy used by an organization to effectively recruit, hire, develop, and retain employees
• Customer service and quality emphasis

  Total Quality Management (TQM) - A companywide effort to continuously improve the ways people, machines, and systems accomplish work
• TQM principles


  • Process approach
  • Customer focus
  • Leadership driven
  • System approach to management
  • Involvement of people
  • Continual improvement
  • Factual approach to decision making
• Strategic training


  The process of designing specific employee training programs that directly align with business needs
• Steps in a strategic training and development process

  1. Define strategic initiatives

  2. Skills gap analysis

  3. Personalize training

  4. Analyze and repeat
• Training needs in different strategies

  • Concentration strategy
  • Internal growth strategy
  • External growth strategy
  • Disinvestment strategy
• Models of organizing the training department

  • Faculty model
  • Customer model
  • The matrix model
  • Corporate university model
  • Business embedded model
• Learning


  A relatively permanent change in human capabilities that is not a result of growth processes
• Social learning theory


  Emphasizes the importance of observing, modeling, and imitating others in the learning process
• Key aspects of social learning theory

  • Observational training
  • Modeling
  • Vicarious reinforcement
  • Self-efficacy
• Reinforcement theory


  A learning theory that explains how our behavior is shaped by the consequences we experience
• How reinforcement theory works

  • Positive reinforcement
  • Negative reinforcement
  • Punishment
  • Extinction
• Learning styles


  • Linguistic intelligence
  • Logical-mathematical intelligence
  • Musical intelligence
  • Spatial intelligence
  • Bodily kinesthetic intelligence
  • Interpersonal intelligence
  • Intrapersonal intelligence
• Perceptual learning differences


  • Visual learners
  • Auditory learners
  • Kinesthetic learners
• Time learning differences


  • Reflective learners
  • Impulsive learners
• Information processing differences


  • Whole-part learners
  • Part-whole learners
• Learning preference differences


  • Divergers
  • Assimilators
  • Convergers
  • Accommodators
• Internal conditions


  Processes within the learner that must be present for learning to occur (registration, storage, recall)
• External conditions


  Processes in the learning environment that facilitate learning (physical environment, practice, feedback)
• Considerations in designing effective training programs

  • Selecting and preparing training site
  • Needs and assessment
  • Learning objectives
  • Audience analysis
  • Instructional design
  • Training delivery
  • Feedback and assessment
  • Training evaluation
  • Continuous improvement
• Transfer of training


  Factors built into the training program to increase the chances that transfer of training will occur
• Work environment characteristics that influence transfer

  • Climate for transfer
  • Managerial and peer support
  • Opportunity to perform
  • Technological support
• Reasons for evaluating training

  • Effectiveness assessment
  • Quality improvement
  • Resource allocation
  • Employee development
  • Decision making
  • Compliance and accountability
• The evaluation process


  1. Conduct a needs analysis

  2. Develop measurable learning objectives and analyze transfer of training

  3. Develop outcomes measures

  4. Choose an evaluation strategy

  5. Plan and execute the evaluation
• Outcomes used in the evaluation of training programs

  • Reaction outcomes
  • Cognitive outcomes
  • Skill-based outcomes
  • Affective outcomes
  • Results