HRDM2: Training and Development 1

LESSON 1: INTRODUCTION TO EMPLOYEE TRAINING AND DEVELOPMENT

Learning Objectives:
1. Draw a figure or diagram and explain how training, development, informal learning, and
knowledge management contribute to business success.
2. Discuss various aspects of the training design process.
3. Describe the amount and types of training.
4. Discuss the key roles for training professionals.

Training and Development: Key Components for Learning

Learning refers to employees acquiring knowledge, skills, competencies, attitudes, or behaviors.

Human capital 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 refers to a planned effort by a company to facilitate learning of job-related

competencies, knowledge, skills, and behaviors by employees. The goal of training is for
employees to master the knowledge, skills, and behaviors emphasized in training and apply
them to their day-to-day activities.

Development refers to training as well as formal education, job experiences, relationship, and
assessments of personality, skills, and abilities that help employees prepare for future jobs or
positions.

Formal training and development refers to training and development programs, courses, and
events that are developed and organized by the company.

Informal learning 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.

Knowledge management refers to the process of enhancing company performance by

designing and implementing tools, processes, systems, structures, and cultures to improve the
creation, sharing, and use of knowledge.
 HRDM2: Training and Development 2

DESIGNING EFFECTIVE TRAINING

The training design process refers to a systematic approach for developing training programs.
Figure 1.2 presents the seven steps in this process.

The training design process shown in Figure 1.2 is based on principles of Instructional System
Design. Instructional System Design (ISD) refers to a process for designing and developing
training programs. There is not one universally accepted instructional systems development
model. The training design process sometimes is referred to as the ADDIE model because it
includes analysis, design, development, implementation, and evaluation. Regardless of the
specific ISD approach used, all share the following assumptions:
 Training design is effective only if it helps employees reach instructional or training goals and
objectives.
 Measurable learning objectives should be identified before the training program begins.
 Evaluation plays an important part in planning and choosing a training method, monitoring
the training program, and suggesting changes to the training design process.

TYPES OF TRAINING

Technical or Technology Training

Quality Training
Skills Training
Soft Skills Training
Professional and Legal Training
Team Training
Managerial Training
Safety Training
 HRDM2: Training and Development 3

THE FORCES INFLUENCING WORKING AND LEARNING

Economic cycles
Globalization
Increased value placed on intangible assets and
human capital
Focus on link to business strategy
Changing demographics and diversity of the
workforce
Talent management Customer service and quality
emphasis
New technology

WHO PROVIDES TRAINING?

In most companies, training and development activities are provided by trainers, managers, in-
house consultants, and employee experts. However, as the snapshot of training practices
suggests, training and development activities are also outsourced. Outsourcing means that
training and development activities are provided by individuals outside the company.

WHO IS IN CHARGE OF TRAINING?

Training and development can be the responsibility of professionals in human resources, human
resource development, or organizational development. Companies may also have entire
functions or departments called human resources, human resource development, talent
management or development, or organizational development that provide training and
development. In small companies, training is the responsibility of the founder and all the
employees. When organizations grow to 100 employees, typically someone within the company
is in charge of human resources, either as part of that person’s job or as his or her sole
responsibility. In mid-sized to large organizations, training can be the responsibility of human
resource professionals, or it can come from a separate function known as human resource
development, talent management, development, learning, or organizational development.
Human resource development refers to the integrated use of training and development,
organizational development, and career development to improve individual, group, and
organizational effectiveness.