Professional Documents
Culture Documents
MOMENT M. BHEBHE
Email: mbhebhe@msu.ac.zw
Office: NSB 24
“Training varies in the degree of motivation possessed/esteem levels of trainees. Those with low
motivation or self esteem will normally take longer to complete a training programme than well
motivated trainees”
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Module Objectives
1. INTRODUCTION TO TRAINING
2. LEARNING
3. TRAINING MODELS
4. TRAINING NEEDS
6. TRAINING METHODS
- Various on and off the job training techniques or strategies
7. TRAINING EVALUATION
9. TRAINING CONSULTANCY
-Textbooks (library and other), the press, discussions and materials including
internet research will go a long way in building a practical appreciation of the
world of training.
REFERENCE BOOKS
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Cowling A & Mailer C (1998), Managing Human Resources, 3rd Ed. Arnold
Publisher, London
Erasmus BJ and Van Dyk PS (2003), Training Management in South Africa, 3rd
Ed. Oxford University Press Southern Africa, Cape Town
Kapur Shashi (2004), Training and Development- The HR, 1st Ed. Infinity Books,
New Delhi
Meyer et al (2007), Managing HRD: An outcomes based approach, 3rd Ed, Lexis
Nexis, Durban
TUTORIAL QUESTIONS
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10. Discuss how you would carry out a training needs analysis of an
organisation you are familiar with giving examples.
12. “What differentiates one organisation from another could be the quality
of the people. If we train our staff, we are bound to get results”.
Comment on this statement, with reference to the benefits of training.
13.You must design an induction programme for part time waiters and
waitresses for The Village Lodge. Describe the issues that would be
covered by HR department and first level supervisor. Bear in mind the
target audience, essential and desirable information, and the literacy
levels of the employees.
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14. For a new employee at your institution, what information would he /she
want to learn in an induction programme?
15.A small company with less than 30 employees has engaged your
consultancy services to develop a good quality induction programme for
new employees. Show the necessary information and steps that you will
take in fulfilling this need.
Written Assignment
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Question 1
Question 2
Training
- “is a continuing investment in the most valuable of all our national
resources.....the energies of our people....”. (UK scholar)
- is a learning process that involves the acquisition of knowledge,
sharpening of skills, concepts, rules or changing of attitudes and
behaviours to enhance the performance of employees.
- A systematic and planned process to change the knowledge, skills and
behaviour of employees in such a way that organisational objectives are
achieved. (Erasmus BJ and Van Dyk PS, Training Mgt in RSA, 1999)
- It is activity leading to skilled behaviour.
- It is about knowing where one stands (no matter how good or bad the
current situation looks) at present and where one will be after some
point of time.
- Usually a short term process specifically for job related purposes (task
oriented) and targeting mostly non managerial personnel.
- It is about change.
Development
- It is aimed at the long run and takes place continually throughout one’s
career.
Learning
Importance of Training
Training Philosophy
Training Policy
-it establishes the broad framework for its training plan which expresses the
priority training interventions of an organisation and the strategies to be
followed during a given period of time.
Training Plan
-as part of the planning task, training should be presented as cost effectively as
possible, through using a budget.
Existing training and future needs e.g. induction and supervisor training.
Personnel development.
Training Options
-there are four options that an organisation can consider before providing
training to its employees:
Motivation- adopt a ‘buy them in’ approach. Involve and clarify to trainees,
performance gaps, training objectives and outcome/ purpose in line with
personal and organisational goals.
Active Participation- trainees learn best by making active responses and learn
best by doing and getting involved, not just listening e.g. through
discussions, tutorials, role plays...
Feedback- reduces anxiety and lets students know areas to improve on in line
with training objectives.
Only the learner can learn. The trainer acts as a facilitator, but the learner
must be able to learn independently. The responses that the trainee
makes are limited by their abilities and by the sum total of their past
responses.
Theories on Learning
- Humans are sensitive and inquisitive (curious) and act with a view of
achieving personal objectives.
- The learning process is the focal point, where the learner must achieve
full potential and set own objectives with the trainer merely facilitating
training.
Learning Styles
1. Neurolinguistic Programming
Emphasise the preference of either the right or left hemisphere. The right
side of the brain is considered the seat of creativity and emotion, while the
left side is the seat of logic and reason. It argues that a logical approach will
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work for some people while an appeal to emotions may be more successful
with others.
He views learning as circular and a perceptual process whose key stages are
experience, observation of and reflection on experience, analysis of the key
learning points arising out from experience and the consequent planning
and trying out of new /changed behaviours.
They concluded that people’s predominant learning styles tended to fall into
one of the following categories;
Activists. Involve themselves fully in new experiences, are open minded and
not sceptical. They are enthusiastic about anything new, enjoy brainstorming
but tend to be bored with implementation.
Reflectors. Enjoy collecting and analysing data about experiences and events
but tend to postpone reaching conclusions for as long as possible. They
prefer to take a back seat in meetings and enjoy observing other people in
action. When they act, it is part of a wide picture which includes the past and
present and others’ observation.
Pragmatists. Keen on trying out new ideas, theories and techniques to see if
they work in practice. They do not like ‘beating around the bush’. They are
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Transfer of Learning
-is the ability to use previous learning to ease new learning. It is positive if it is
helpful and negative when previous knowledge hinders performance in a new
situation. It can be maximised by:
*generalising from basic principles and providing prompts and hints as well as
opportunities for practice.
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1. Identify and Analyse training needs- a diagnostic stage for setting training
objectives and help identify and analyse a performance gap that can be
bridged through training. The focus is on the department, the job,
employees, who needs training, what they need to learn, estimate the
training cost etc. Develop a performance measure on the basis of which
actual performance would be evaluated.
3. Develop- list activities in the training program that will assist the participants
to learn, selecting delivery method, examining the training materials,
validating information to be imparted to ensure it accomplishes all the
goals and objectives.
- Widely used model as it is concerned with the training need on the job
performance.
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- it comprises 5 stages:
5. Evaluation- it ensures that the training program has achieved its aims of
work performance. It consists of identifying strengths and weaknesses
and making necessary amendments in order to remedy practices.
- 4 inputs i.e technology, man, material and time are required to produce
products/services. Every system must have some output from these
inputs in order to survive.
- Training needs are thus informed by market information and then design
and implementation of a training programme can take place.
- Should be SMART.
- It is essential that strategies selected should suit the content and aim
of a training program.
- Each phase of the model moves the training effort forward (i.e. the
result of each phase is the input for the next phase)
- To develop the design plan, objectives are used and should guide
the trainer through the process of choosing an approach to meet
the objectives.
- It is conducted at 3 levels:
Stages in TNA
Preparation- determine scope of TNI and agree on time scale and resources to be used to collect data.
Interpretation of Data- assess the results and the extent, is there a need for training?
3.Time 4. Cost
Training Objectives
- Help clarify what is to be expected of both the trainer and the trainees
To the trainer
To trainee
To Evaluator
Min. Achievement : 60 words per min. With error rate of less than 2%
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Training Design
- HRD or Training staff should construct a plan to help schedule and plan
what training courses will be offered within a certain time frame. They
should draw up a checklist to help ensure that everything is ready for
the training program.
Support facilities- include printed and audio visual (white boards, flip
charts, markers etc)
Training Implementation
- Once the staff, course, content, equipment, topics are ready, training is
implemented as timed.
have to make them aware of a wide range of subjects that may affect
the success of the enterprise.
Benefits
Challenges
- Trainer may perform the job well but lack the ability to teach others how
to do so.
- Trainer may not have the time to train and may omit key elements.
Benefits
Challenges
- To determine the extent to which objectives have been met (as these
define the performance gap addressed through training).
- Observation
- Questionnaire
- Interviews
- Tests / examinations
- Tutor reports
- projects
1. Reaction. What does the learner feel about the training undertaken?
This stage is usually subjective, i.e either trainee will favourably
respond because he enjoyed the program or may unfavourably
respond because he does not like the trainer.
2. Learning. What facts, knowledge, capability etc did the learner gain?
Test trainee before and after the intervention.
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4. Results. What results occurred i.e did the learner apply the new skills
to the necessary tasks in the organisation, and if so, what results
were achieved?
Trainers
Trainees
Learning Content
- What is the impact on the trainees of all the factors being used to
evaluate the program?
Learning Methods
- What range of learning methods were used during the training program?
- How well did the training staff apply the selected methods used?
Materials
Behaviour changes
NB: seek external people to evaluate, call for self evaluation by trainees
with a well laid criteria free from bias adopted.
Before the implementation phase. Will the selected methods really results
in the employee’s learning the knowledge and skills needed to perform the
task or role. Has the method worked before on other employees? Evaluate
trainee SKA before implementation.
After completion. Give test before and after training and compare results.
Interview trainee before and after and compare results. Watch him perform
the task or conduct the role. Assign an expert evaluator from inside or
outside the organisation to evaluate the learner’s knowledge and skills.
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- If the aim was to conduct a discreet enquiry into delicate issues of the
individual, then the results should be reported to the manager.
Role of Organisation
Role of Trainer
o Presentation skills
Role of Trainee
NB: No matter how well constituted a training program is, in the end it is
the trainee only who decides whether to change his behaviour or not.
Trainees do not change their behaviour merely because someone tells
them to do so. They change when they feel there is need of it. Trainer
and organisation can only try to remove the mental blocks of the
trainee; the rest depends on the trainee him/herself.
- The best of the best training programs will fail if trainer is not well
versed in communicating trainees’ language.
Culture in Training
- Norms are the social rules and guidelines that prescribe appropriate
behaviour.
- For example, people in USA are very punctual coming a little early for
any meeting or party as it is considered polite to arrive early. In Great
Britain, people tend to come late for any appointment. If called to come
at 5pm, that means come at 5.30pm or 6pm. In Argentina, coming on
exact time is far too early.
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- Age, gender and professional status counts. In Japan people give high
regard to older people whom they regard as having greater knowledge,
skills, wisdom and abilities. Thus people are more willing to listen to and
seriously consider the information given by older trainers. Therefore a
young trainer would have to work harder to gain attention and avoid
facing problems in executing the program and transfer of training.
- Training records are kept for making strategic training decisions as part
of the planning process help keep track of the status of skills in an
enterprise and individuals can access them for personal developmental
purposes.
Training as Consultancy
- Increases competitiveness
- Cultural fit
- Economic stability
- Industry knowledge
Benefits of outsourcing
- To save costs
Challenges of outsourcing
- Loss of control. Organisations taking this route are left with little or no
control over training partner and often are not able to keep up with the
consistency and quality of training across the channel.
must be able to transfer these new skills and abilities to the work
environment. Therefore work environment must be receptive to new
ideas and techniques, allowing managers to depart from well
established but ineffective ways. Problems arise when managers
attempt to employ new ideas in rigid, uncompromising climates.
Norms, values, beliefs and customs should welcome the transfer.
Government Position
- Celebrate the arrival of the new employees and help address their
concerns by creating a reality picture of the entity.
- Cut costs.
b) Encounter stage- a new member has started work and faces reality of
the job and organisation. Policies and procedures manuals will give an
insight. Management should provide tools to manage and control stress
emanating from work/life conflict, role definition and initiation to the
task and group.
c) Change and Acquisition stage- worker is settling and identifies with the
organisation. Relatively long lasting changes take place. Peer and
supervisor support is a key ingredient.
Planning
Designing
Implementation
Responsibility
!!!END OF MODULE!!!
“The heights by great men (and women) reached and kept, were not attained by sudden
fight, but they, while their companions slept, were toiling upward in the night”.