Effective Training

Blanchard & Thacker

Chapter 1

Many open systems exist as part of another system and, therefore, are called
subsystems of that larger system.
THE TRAINING PROCESS MODEL

An effective training system is a set of processes designed to transform the

organizational inputs into outputs that meets organizational needs
o
Viewing trainings as simply a program or a set of programs is too shortsighted;
not just putting a large percentage of employees through some training.
o
It should be viewed as a
set of integrated processes
in which organizational and employee needs are
analyzed
and
responded
to in a rational, logical and strategic manner.

The training process begins with some type of triggering event (i.e. the triggering
events occurs when
a person with authority
to take action
recognizes that the actual organizational performance [AOP] is less than the
expected organizational performance [EOP]
)
1.
Analysis Phase

Also known as
Training Needs Analysis [TNA]

Begins with the identification of the

Organizational Performance Gap
[AOP is less than EOP] such as profitability shortfalls, low levels of customer
satisfaction, or excessive scrap.

There are also future-oriented performance gaps wherein the company is seen as
likely to perform poorly in the future unless changes are made

Once a performance gap is identified, the cause is identified and evaluated if

whether or not its elimination is important. Once elimination is perceived to be
important, it becomes
a need of the organization
.

In this process, both training and non-training needs are identified. i. Training
needs such as inadequate KSAs
ii. Non-training needs such as motivation issues, and faulty equipment.
2.
Design Phase
Training needs identified in the analysis phase, in addition to areas of constraint
and support, are the inputs to the design phase.