Training and Development

Sessions 5-6
 What is Training?

Training - a planned effort by a company to facilitate

employees’ learning of job-related competencies.
• Competencies include knowledge, skills or behavior critical
for successful job performance.

The goal of training is for employees to master the

competencies and apply them to their day-to-day activities.

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 Do Employees Need Training ?

 The answer is “YES”

 However, we must know the
purpose and functions of
training before we can use it.
 Job complexity
 Job changes
 Employee diversity
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 Importance of Training

 Maintains quality of products / services

 Achieves high service standards
 Provides information for new comers
 Refreshes memory of old employees
 Achieves learning about new things; technology, products /
service delivery
 Reduces mistakes - minimizing costs
 Reduced supervision
 Improves communication & relationships - better teamwork
 Higher employee satisfaction

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 The Gap Concept

Expected Curve

1,000 Cars Gap

Performance/ 200 Cars
Actual Curve
Results
800 Cars

Time
In training terms this means we need to
develop programs to fill the Gap
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 BEFORE YOU TRAIN…..

 MAKE SURE
PERFORMANCE
DEFICIENCY IS DUE TO
LACK OF TRAINING

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 Need for Training ?

The reasons for not As training experts we

making the 1,000 must analyze the
cars: situation to determine
 Not enough if:
resources  Expected result too
 Poor machines high
 Poor staff skills  Target achievable
 Is training the only way
to make it happen 7
 The ASK Concept

 If we follow the GAP concept, training is simply a

means to use activities to fill the gaps of
performance between the actual results and the
expected results.
 This GAP can be separated into 3 main themes
1. Attitude
2. Skills
3. Knowledge

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 Exercise 1

Rank ASK by difficulty to develop in people

 Attitude • Easy
 Skills • Moderately
 Knowledge difficult
• Most difficult

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 Exercise 2

 Imagine you are the managing director of a

full service restaurant. One day you receive a
complaint letter from a guest reporting s/he
was not satisfied with the follow up
regarding their criticism of being
overcharged in one of your restaurants.
 Why was the complaint made?
 Is there a training need?

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 Reasons to Consider Conducting
an Internal Needs Analysis
1. Employee obsolescence/out-dated –
 Technical advancements, cultural changes, new
systems, computerization

2. Career plateaus
 Need for education and training programs
3. Employee Turnover
 Development plan for new employees
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 Model of the Training Process*
*Goldstein, I. (2002) Training in Organizations 4th Ed.

Assessment Stage Training Stage Evaluation Stage

Organizational
Needs Assessment

Task Need Assessment

Development of Design & Select Measure Training

Training Objectives Procedures Results

Development of Train Compare Results to

Criteria for Training Criteria
Evaluation
Feedback
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 Nine Steps in the Training
Process
1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training
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 1) Training Needs Assessment

A. Organization analysis: identify training needs of the

organization according to its long-term goals-set the training
goals.
B. Job analysis: identify training needs according to job
descriptions and specifications—specify skills / knowledge /
behavior to be trained.

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 Training Needs Assessment

C) People analysis: identify people that need training and their trainability-identify

potential trainees.

Evaluate Competencies and Determine Performance Gaps

 Evaluate current competencies and identify where there are gaps between current

ability and desired ability

 To evaluate current competency level use:
 Performance evaluations

 Tests

 Surveys

 Self assessments

 Interviews

 Customer feedback
2) Preparing Training Plan

Consider whether to design a long (5-10 years), medium (3-5

years) or short (1 year) term plan.
 Ask your self “What are we going to achieve in the time
period?”
 Use a holistic approach by using a calendar for inputting
your training activities.

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 3) Specifying Training Objectives

 Formal description of what trainee should be able to do after training

 Training Objectives must be specific & measurable.
 Why? Very difficult to measure effectiveness after course is finished.

 What should trainees be able to accomplish after participating in the

training program?
 What is the desired level of such accomplishment, according to
industry or organizational standards?
 Do you want to develop attitudes, skills, knowledge or some
combination of these three?
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4) Designing the Training Program(s)

7.
1. Training location
Program duration& environment
2.
8. Program&structure
Criteria methods for assessing participant
3. learning andmethods
Instruction achievement
9.
4. Criteria
Trainers&qualification
methods for evaluating the
5. program
Nature of trainees
6. Support resources – materials, classroom

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 5) Selecting Training Methods
Note: This is the most important step

On-the job-training (OJT)

 learn while you’re working

Off -the job-training

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TRAINING Methods (ON-THE-JOB)

 Strengths
 Simple

 Actual job

 Weaknesses
 Productivity

 Mistakes

 Types
 Apprenticeship

 Job instruction training

 Internships

 Job Rotation
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 TRAINING METHODS (OFF-THE-JOB)

 Classroom lectures
 Films and videos
 Demonstrations
 Case studies
 Simulations
 Programmed
instruction
 Interactive video disks

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 AND…..

 Computer-based
training
 Vestibule training

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Off-the-job Training Methods

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 EMPLOYEE DEVELOPMENT

 Future oriented
 Education, not training
 Reasoning, decision
making
 Personal growth
 Proactive

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EMPLOYEE DEVELOPMENT METHODS

 Job rotation
 Assistant-to positions
 Committee assignment
 Conferences and
seminars
 Management Games
 Experiential Exercises
 Adventure Training
 Lectures
 Simulations 25
6) Completing the Training Plan

 Target group – assess your audience

 Topic – task, skill or attitude ingredient

 Method – direct (one way communication) or indirect

(discussion, games, experimental exercises…). Important
as evaluation of trainees usually lies on the perception on
what they did in the training session
 Time – length, period, breaks important to consider
 Location – away from the office? 26
7) Implementing the Training
Program
Besides trainers qualifications and experience:
 Group comfort - physical & psychological
 Trainer enthusiasm & skills
 Effective communication
 Feedback mechanism
 The need to learn new training skills
 Preparation by trainers

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8) Evaluating the Training

 Training is only effective if the information is retained and

applied on the job. Evaluation of training is critical
 Questions to consider in evaluation include:
 How much did the training improve the competencies?
 How did the training improve employees’ job
performance?
 How did the training support meeting of business
objectives?
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 Three Levels of Evaluation

1. Immediate Feedback
 Survey or interview directly after training

2. Post-Training Test
 Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
 Conducted by immediate supervisors of trainees

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 Kirkpatrick’s Evaluation Criteria

 Level 1 – Reaction
 Did trainees like the training and feel it was useful

 Level 2 – Learning
 Did trainees learn material stated in the objectives

 Level 3 – Behavioral
 Are trainees using what was learned back on the job

 Level 4 – Results
 Are benefits greater than costs
 Evaluation..

Conduct a Cost Benefit Analysis

 Consider the costs associated with the training methods, the extent to which
the training will address the performance gap, and the impact on business

 Cost factors include:

 Training time
 Content development time (if designed in-house)
 Training provider evaluation (if purchased from vendor)
 Training content delivery method
 Lost productivity from time spent in training
 Travel and logistical expenses
9) Planning Future Training

Last step in the training process

 After taking all evaluated comments, trainers should modify
the programs to keep good things and make suggested
improvements
 Remember, even with the same topic for different
trainees, trainers should address many parts of the
training process again and consider new approaches.
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 8: INTERNATIONAL ISSUES

 Training
 Culture
 Language
 Techniques
 Development
 Necessary for
executives
 Expatriates

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 References

 Anthony W.P., Kacmar, K.M., Perrewé, P.L. (2002) Human

resource management: a strategic approach, 4th ed. Fort
Worth : Harcourt College Publishers.HF5549 .A866 2002 
 Goldstein, I. L., Ford J.K. (2002) Training in organizations :
needs assessment, development, and evaluation, 4th ed.
Belmont, CA . HF5549.5.T7 G543 2002 
 Greer, C.R. (1995) Strategy and human resources – a
general managerial perspective, Prentice Hall.
 Riley, Michael, (1996) Human resource management in the
hospitality and tourism industry, 2nd ed. Oxford ; Boston :
Butterworth-Heinemann.  TX911.3.P4 R55 1996 

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