M-VII - Training and Development

Dr. Arpita Shrivastava

 The Global Scenario
With increase operations globally companies need to focus on two things :

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Re skilling Up skilling

Numerous research suggests that a very significant percentage of market capitalization in global companies
is based on intangible assets—skilled employees, exceptional leaders, and knowledge.

These trends have elevated the importance of the learning

and-development (T&D) function
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Opening Case example

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FedEx corporation is a one of those companies which takes training and
development seriously. It spends around $155 million on training each
year. The company allocates nearly 1523 man hours every year on
training and development. Each employee spends about 4 to 6 weeks a
year in compulsory training activities.

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Training activities in Hyatt
• Dan Ring, writer for Tech Target shares that Hyatt Hotels Corp., one of the
world's largest hotel groups, has been using the cloud-based Saba learning

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platform to train it's 100,000 employees in 54 countries. It's been received
well because of the increased use of mobile devices and the unique 24/7
nature of operations.

For instance - "If it is how to make the bed, I can watch how to do that on a
phone and I can do it right in the guest room ," said Christy Sinnott, vice
president of learning at Hyatt Hotels' Global Operations Center

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First mobile app for onboarding

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Definition

“….Training may be defined as a planned

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programme designed to improve the performance
and to bring about measurable changes in the
knowledge, skills, attitudes (KSA) and the social
behavior of employees for doing a particular
job….”

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Training and Development
• Training means giving new or current employees the basic skills
they need to perform their jobs.

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• Workplace learning and performance.
• Training might involve having the current jobholder explain the
job to the new hire, or multi-week classroom or internet classes.
• In case of new employees, training should follow the
orientation program.
• Orientation is a procedure for providing new employees with
basic background information about the firm.
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1. TRAINING NEED ASSESSMENT (TNA)

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1. OPT analysis

TRAINING NEED ANALYSIS (TNA)

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ORGANIZATIONAL
PERSON ANALYSIS
ANALYSIS

TASK ANALYSIS
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Training Need Analysis (TNA)
• TNA addresses the employer’s strategic/longer term training
needs and/or its current training needs.

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1. Organization Analysis –
o Examination of internal and external environment
o Examination of human resources
o Aligning strategic objectives
o Identifying areas within the organization where training
emphasis should be laid.
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Training Need Analysis (TNA)
2. Task Analysis –
o Dissecting jobs into its different task

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o Drawing conclusion about KSA (knowledge, skill and ability) and
behaviour
o Devising the training to address those gaps.
Task analysis is the detailed study of a job to identify the specific
skills required.
Example- Java (for web developer)
Interviewing (for junior HR)
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Example – Supervisor teaches new worker to use paper cutting
machine

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Training Need Analysis (TNA)
3. Person Analysis –
o Identifying who needs training for what purpose.
• Verifying that there is a performance deficiency and determining

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whether that deficiency should be corrected through training or
through some other means (such as transferring the employee).

• Starts with comparing person’s actual performance to what it

should be.
• Example- I expect each salesperson to make 10 new contracts
per week, but John averages only 6.
❖ Other plants size average no more than two serious accidents
per month; we’ve averaging five. 14
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2. Uncovering Performance Gaps With Front End Analysis
(FEA)

Joe Harless, the father of front end analysis, has said that the purpose of front end analysis
is to:

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•Ask a series of Smart Questions (defined below) in order to prevent spending money on unnecessary activities
•Design the most appropriate solution
•Produce the desired performance outcomes

Front end analysis comprises two types of analyses:

1. performance analysis and
2. cause analysis

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 • Performance Analysis
The aim of performance analysis is to uncover the gap between current performance and desired
performance.

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Harless’s first five Smart Questions could be categorized as performance analysis:

1.Do we have a problem? (Based on what evidence can you say you have a problem?)
2.Do we have a performance problem?
3.How will we know when the problem is solved? (When indicators from the first question are the exception.)
4.What is the performance problem?
5.Should we allocate resources to solve it? (Do the benefits of solving the problem outweigh the costs?)

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 • Cause Analysis

Cause analysis seeks to uncover the root causes of the performance gap, so that

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these issues can be addressed.

Harless’s next three questions address cause analysis:

1.What are the possible causes of the problem? (Lack of data, tools, incentives, knowledge,
capacity, motives?)
2.What evidence bears on each possibility?
3.What is the probable cause? (Based on Questions 6 and 7, what is the probable cause of the
problem?)

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3. Training Process or Designing Training Content (ADDIE
Model)

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HRM, Dessler, 236
Training Process (ADDIE Model)
Step 1 – Analyse the training need.
Step 2 – Design the overall training
program.

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Step 3 – Develop the course
(assembling/creating the training
materials).

Step 4 – Implement training (by training

the targeted employee group using
methods viz. on-the-job or online
training).

Step 5 – Evaluate the course’s 21

effectiveness.
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 4. Training Methods

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On-the-Job Training Off-the-Job Training

HRM, Dessler, 243-256

HRM, Sharon Pandey, 415
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A. On-the-Job training Methods
1. Informal Learning
• Surveys from the American Society for Training and Development estimated
that 80% of what employees learn on the job, they learn through informal
means, performing their jobs, interacting with colleagues.

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• E.g. Siemens plant places tools in the cafeteria to take advantage of
work-related discussion. Installing whiteboards and markers.
• Cheesecake Factory employees uses Video Cafe, a YouTube platform to let
employees upload and share video, on the job related topics.

2. Job Instruction Training (JIT)

• Listing each job’s basic tasks, along with key points, in order to provide
step-by-step training for employees.
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• It shows trainees what to do and the key points showing how it’s to be done
and why… (Eg, Supervisor training for using paper cutting machine)
Example – Supervisor teaches new worker to use paper cutting
machine

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A. On-the-Job training Methods
3. Lectures
• A quick and simple way to present knowledge to a large groups of
trainees, as when the sales force needs to learn a new product’s
features.

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4. Programmed Learning
• A systematic method for teaching job skills, involving presenting
questions or facts, allowing the person to respond, and giving the
learner immediate feedback on the accuracy of his/her answers.
-presenting questions, facts or problems to the learner
-allowing the person to respond
-providing feedback, instructions what to do next.
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A. On-the-Job training Methods
5. Behavior Modeling
• A training technique in which trainees are first shown good
management techniques in a film, are asked to play role plays in a

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simulated situation, and are then given feedback and praise by
their supervisors.
• Modeling – live video examples for problem situations are shown.
• Role playing – trainees get roles to play in a simulated situation.
• Social reinforcement – form of praise and constructive feedback.
• Transfer of training – trainees are encouraged to apply new skills when
back on job.
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A. On-the-Job training Methods
6. Audiovisual-Based Training
• Web based methods, DVDs, films, PowerPoint and audiotapes/
videotapes can be effective and widely used.

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• Example Ford Motor Company uses videos in its dealer training sessions
to simulate problems and reactions to various customer complaints.
7. Electronic Performance Support Systems (EPSS)
• Set of computerized tools and displays that automate training,
documentation and phone support.
• Integrate this automation into applications and provide support that’s
faster, cheaper and more effective than traditional methods.
• Eg: Dell call center, the associates initiates questions to customers along
with answers for the solution of customer complaints. 30
A. On-the-Job training Methods
8. Videoconferencing
• Delivering programme over broadband lines, internet or satellite.
Example – Cisco offer videoconferencing products – Webex and

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TelePresence, Cisco’s unified Video Conferencing (CUVC) product
offers decision making software etc.

9. Job aid
• A set of instructions, diagrams or similar methods available at the
job site to guide the worker.
• Works best on complex jobs that require multiple steps (checklist).
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• Eg. Airline pilots, machine operator
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A. On-the-Job training Methods
10. Computer-Based Training (CBT)
• Training methods that use interactive computer-based systems to
increase knowledge and skills.

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• Example – employers use CBT to teach actual practice, text, video,
graphics, animation and sounds etc. are also used.
• Medical students are given a hypothetical patient’s medical history,
conduct examination, lab test etc.

11. Simulated Learning

• VR, artificial three-dimensional environment that simulate events and
situations experienced for the job.
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• Example: Armed Forces (Command and Warrior).
A. On-the-Job training Methods
12. Lifelong and Literacy Training Techniques.
• Provides employees with continuing learning experiences over their
tenure with the firm.

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• Aim is to ensure they have the opportunity to learn the skills they need to
do their jobs and to expand their occupational horizons.
13. Virtual Classroom – method that uses special collaboration software to
enable multiple remote learners using their PCs, laptops to participate in
live audio-visual discussions, communicate via written text and PowerPoint
slides.
14. Mobile Learning
• Delivering learning content on learner’s demand via mobile, laptops,
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tablets whenever learner has access to it.
A. On-the-Job training Methods
15. Outsourced Learning
• Utilizing a resource outside the company to provide employee training.
16. Apprenticeship Training-

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• Here the learner by way of doing the job, over a period of time.
• The learner learns the craft or trade by hands-on-experience while
working with a skilled worker.
• Eg. Oberoi group, provides internship/apprenticeship along with
partnering with IGNOU for degree and diploma course in hotel
management.

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 B. Off-the-Job training Methods
1. Case study method
• Managers are presented with a description of an organizational problem to
diagnose and solve.
2. Management game

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• Teams of managers compete by making computerized decisions regarding
realistic but simulated situations.
3. Outside seminars
• Many companies and universities offer Web-based and traditional
management development seminars and conferences.
4. University-related programs
• Executive Education And Continuing Education Programs in leadership,
supervision, supply chain, brand management, negotiation skills, advanced
HRM, warehouse management, enhancing sales force performance, 36
leadership and women managers etc. (IIMA)
 B. Off-the-Job training Methods
5. Role playing
• Creating a realistic situation in which trainees assume the roles of persons in that
situation.
6. Corporate universities

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• Provides a means for conveniently coordinating all the company’s training
efforts and delivering Web-based modules that cover topics from strategic
management to mentoring.
7. Executive coaches
• An outside consultant who questions the executive’s boss, peers, subordinates,
and (sometimes) family in order to identify the executive’s strengths and
weaknesses.
• Counsels the executive so he or she can capitalize on those strengths and
overcome the weaknesses. 37
 Case Example– Diversity training at
ABC Virtual Communications, Inc. (Dessler, 248)
• Diversity training aims to improve cross-cultural sensitivity, with a goal of
fostering more harmonious working relationships among employees.
• Training typically includes improving interpersonal skills, understanding and

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valuing cultural differences, improving technical skills, socializing employees
into corporate culture, knowledge about work ethic, basic math skills and
improving English speaking.

• Example: IBM online program to educate managers regarding diversity,

leadership, sexual harassment.
• ABC Virtual Communication, Inc. recruits foreign born individuals. ABC
employees represents 14 countries and 45 ethnic groups, take a mandatory 8
hour orientation overview for new employees on American Workplace. 38
4. Types of Training

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 Types of Training
1. Team training
• Focuses on technical, interpersonal and team management issues.
• Management encourages employees to learn each others jobs, flexible team
assignments.

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2. Cross Training
• Training employees to do different tasks/jobs.
• This facilitates flexibility and job rotation.
3. Orientation
• A one-time event formally welcoming and introducing new hires to your company
within their first week on the job.
• Company mission, vision, and values
• Overview of benefit plans
• Corporate culture
• Administrative procedures (computer logins, 40
• Organizational structure and leadership team
extension, email setups, etc.)
introduction
• Key corporate policies
• Mandatory new-hire paperwork
Types of Training
4. On-boarding Training
• On boarding training is a series of department-specific sessions that take place over
a longer period of time.
• It is prepared by department leaders with the focus of reaching departmental goals

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and connecting them with overall company objectives.
5. Technical Skills Development Training
• Technical (hard) skills include the know-how of doing things like data analysis,
content writing, social media management, coding, programming, etc.
• Employees need to engage in ongoing learning on a regular basis to stay up-to-date
with the latest developments.
6. Soft skills development training
• Training on personal attributes that enable employees to interact effectively and
harmoniously with other people in the workplace, including co-workers, 41
management, and customers.
Types of Training
7. Products and services training
• Product trainings can either be a part of on boarding for newcomers or can be
available for any employees who need refreshers on the products and services the
organization offers.

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• This type of training can also be used to educate staff on newly introduced
products, services or features so they are always up to date.
8. Mandatory training
• E.g. public-sector employees are often required to take occupational health and
safety trainings and refreshers.
• Establishments with liquor licenses need their employees to be alcohol-safety
certified (substance abuse).
• And state laws require both public and private companies to deliver sexual
harassment trainings to employees. 42
5. Evaluation of Training

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Evaluation of Training
Measuring-
• Participants reactions to the program
• What trainees learned from the program
• What extent their on-the-job behaviour or results changed as a result of the

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program.
Time series design
• Series of performance measures before and after the training program.
Controlled experimentation
• Formal method of testing the effectiveness of a training program, preferably
with before-and-after tests and a control group.
• Example- on quantity of sales and quality of service.
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Donald Kirkpatrick (1959) was Professor Emeritus
at the University of Wisconsin in the United
States and a past president of the American
Society for Training and Development (ASTD) 46
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6. E-Learning and Gamification
for Learning

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E-Learning and Gamification for Learning
• E-learning refers to a learning system that we can obtain through the internet
using an electronic device.
• Also called as online learning or online education.
• “E-learning is training provided via a computer or other digital device, allowing

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technology to facilitate learning anytime, anywhere.”
• While the first e-learning systems were more focused on the delivery of content
and information from teachers to students, as technology evolved, e-learning
began to incorporate more interactive, multidirectional tools.

• While schools were the first to adopt e-learning technology, businesses have also
recognized its advantages and rapidly adopted e-learning in order to train their
employees.
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E-Learning and Gamification for Learning
The Benefits of E-Learning
• It brings learning opportunities to previously disadvantaged groups.
• Businesses - unite and train an increasingly global workforce.

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• E-learning courses can use a variety of techniques, including audio and
video recordings, presentations, quizzes, surveys, games, discussion
groups, and more.
• E-learning courses can be published online through a learning management
system (LMS).
• Flexibility means that users can learn any time of day, whenever it’s
most convenient for them.
• E-learning saves time, money, materials, and resources by keeping
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everything online.
E-Learning and Gamification for Learning
Disadvantages of eLearning
• The face-to-face learning experience is missing.
• Most of the online assessments are limited to questions/ interactions

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that are only objective in nature.
• There is also the problem of the extent of security of online learning
programs.
• The authenticity of a particular student's work is also a problem as
online just about anyone can do a project rather than the actual
student itself.
• The assessments that are computer marked generally have a
tendency of being only knowledge-based and not necessarily 53
practicality-based.
Gamification of Learning
• GAMIFICATION has become increasingly common in employee training.
• Gamification is the process of applying gaming designs and concepts to learning
or training scenarios in order to make them more engaging and entertaining for
the learner.

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Other ways it is useful is-
• Promotes friendly competition.
• Imparts a sense of achievement in learners.
• Engages learners to achieve the desired behavioural change.
• Motivates learners to advance through the course and take action, thereby
influencing their behavior.
• Games can be "fun" for the learner, yet significantly improve the learning. In
other words, players (learners) can have "fun" as they progress through the
game, and yet will get to experience "learning" when they’re absorbed in the 54
game-play.
Gamification at work | Janaki Kumar |
TEDxGraz

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• https://www.youtube.com/watch?v=6wk4dkY-rV0

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Ted Talk - Gamification in Education
The Power of Gamification in Education
Scott Hebert, TEDxUAlberta

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https://www.youtube.com/watch?v=mOssYTimQwM
https://www.mrhebert.org/

7 ELEARNING EXAMPLES THAT USE GAMIFICATION TO ENGAGE LEARNERS

https://www.elearningsuperstars.com/gamification-examples/
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 Examples of Gamification In The Workplace
Example 1: Gamified Quiz
Here’s an example of a gamified assessment. In this game, the learner has to navigate through a maze, answering
questions to complete challenges, and move ahead and, in the process, gain bonuses.

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 Examples of Gamification In The Workplace
Example 2: Compliance Course On Social Engineering Converted Into A Board Game
An example of a compliance program made highly engaging using game-based approach. Here, the learner
needs to pick a character, whose role they play, completing challenges as they progress through the game. The
level of difficulty of these challenges is determined by a "roll the dice" interaction. As they go about completing
these challenges, the learner collects points or faces penalties, based on the way they handle the situations.

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 Examples of Gamification In The Workplace
Example 3: Gamified Product Training
This gamified eLearning course featured scenario-based learning, where learners have to help their clients
understand the features and functions of a software product. Each topic in the course was a level, which the
learners have to progress through, completing challenges and earning experience points, badges, and trophies
along the way. It also features dashboards and leaderboards to impart a sense of social recognition in learners.

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 Examples of Gamification In The Workplace
Example 4: A complete Gamified learning experience
This solution uses a rich blend of 3D virtual environments, Virtual Reality videos, gamification, social learning
elements, personalization, microlearning, etc. In this game, learners take the role of the owner of a turf club and
their mission is to build turf club assets while completing activities, spending and earning money, and gaining
badges, expertise, etc.

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