Professional Documents
Culture Documents
Programs
Chapter 5
Assess needs
Develop
lesson plan Determine
evaluation
design
Develop/acquire
materials
Conduct
Deliver the
evaluation
Select HRD program
trainer/leader of program
or intervention
or intervention
Select methods
and techniques Interpret
results
Schedule the
program/intervention
SOURCE: From Sim, R. R. (1998). Reinventing Training and Development. Westport, CT: Quorum Books. Reproduced
with permission of Greenwood Publishing Groups, Inc., Westport, CT.
SOURCE: From Sim, R. R. (1998). Reinventing Training and Development. Westport, CT: Quorum Books. Reproduced
with permission of Greenwood Publishing Groups, Inc., Westport, CT.
• Objective
– “…description of a performance you want
learners to be able to exhibit before you
consider them competent.” (Robert Mager)
• Training program objectives describe the
intent and the desired result of the HRD
program
• The basis for determining which methods
should be used
• Performance
– An objective always says what a learner is
expected to be able to do and/or produce to
be considered competent; the objective
sometimes describes the product or result of
the doing.
• Example:
– “Write a product profile for a proposed new product.”
SOURCE: From Mager, R. F. (1997). Preparing Instructional Objectives (3rd ed., pp. 46–47, 55). The Center for
Effective Performance, Inc., 1100 Johnson Ferry Road, Suite 150, Atlanta, GA 30342. http://www.cepworldwide.com
800-558-4237. Reprinted with permission. All rights reserved. No portion of these materials may be reproduced in
any manner without the express written consent from The Center for Effective Performance, Inc.
• Conditions
– An objective describes the important
conditions (if any) under which the
performance is to occur
• Example:
– “Given all available engineering data regarding a
proposed product, trainee will write a product profile.”
SOURCE: From Mager, R. F. (1997). Preparing Instructional Objectives (3rd ed., pp. 46–47, 55). The Center for
Effective Performance, Inc., 1100 Johnson Ferry Road, Suite 150, Atlanta, GA 30342. http://www.cepworldwide.com
800-558-4237. Reprinted with permission. All rights reserved. No portion of these materials may be reproduced in
any manner without the express written consent from The Center for Effective Performance, Inc.
• Criteria
– Wherever possible, an objective identifies the criteria
of acceptable performance by describing how well the
learner must perform in order to be considered
acceptable.
• Example: “The product profile must describe all of the
commercial characteristics of the product that are
appropriate for its introduction to the market, including
descriptions of at least three major product uses.”
SOURCE: From Mager, R. F. (1997). Preparing Instructional Objectives (3rd ed., pp. 46–47, 55). The Center for
Effective Performance, Inc., 1100 Johnson Ferry Road, Suite 150, Atlanta, GA 30342. http://www.cepworldwide.com
800-558-4237. Reprinted with permission. All rights reserved. No portion of these materials may be reproduced in
any manner without the express written consent from The Center for Effective Performance, Inc.
SOURCE: From Carnevale, P., Gainer, L. J., Villet, J., & Holland, S. L. (1990). Training Partnerships: Linking Employers
and Providers (p. 6). Alexandria, VA: American Society for Training and Development .
SOURCE: From Carnevale, P., Gainer, L. J., Villet, J., & Holland, S. L. (1990). Training Partnerships: Linking Employers
and Providers (p. 6). Alexandria, VA: American Society for Training and Development .
• Training Competency
– knowledge and varied skills needed to design
and implement a training program
• Subject matter expertise
– mastery of the subject matter
• Training is most effective when trainers
possess an advanced level of expertise as
instructors and facilitators
CH-5 © 2012 South-Western, a part of Cengage Learning 37
Helping Less Qualified Trainers
• Teaming skilled trainers with in-house subject
matter experts to form an instructional team
• Using a training technique that does not require
a human trainer, such as computer-aided or
online instruction programs
• Train-the-trainer programs, which involve
identifying in-house content experts who lack
training skills and training them to become
effective trainers
1. Physical environment
3. Instructor
4. Trainee(s)
SOURCE: From Nadler, L., & Nadler, Z. (1994). Designing training p rograms: The crit ical events model (2nd ed., p. 145).
Houston, TX: Gulf Publishing.
Type Percent
Instructor-led live programs 60.10
Instructor-led online programs 6.46
Instructor-led remote programs 3.81
Self-paced, online (networked) 21.03
Self-paced, non-networked (e.g., CD-ROM) 3.06
Self-paced, print 2.34
Non-computer technology (audiovisual, mobile devices) 1.89
Other methods 1.32
SOURCE: 2010 State of the industry Report. Alexandria, VA: ASTD, p. 19.
.
Type Percent
Profession or Industry Specific 17.24
Managerial and Supervisory 10.35
Quality, Product Knowledge 9.97
IT and Systems 9.26
Process, Procedures, Business Practices 9.24
SOURCE: 2010 State of the industry Report. Alexandria, VA: ASTD, p. 14.
Type Percent
Mandatory and Compliance 7.78
Interpersonal Skills 6.81
Customer Service 6.77
New Employee Orientation 6.76
Sales 6.68
Basic Skills 4.77
Executive Development 4.39
SOURCE: 2010 State of the industry Report. Alexandria, VA: ASTD, p. 14.
.