Lesson 4

Training and Development

Presentation of Group 3
Krislyn Suzyne Maghilum
Jhon Micheal Polinar
Jayvee Eulogio
Training
Refers to learning given by organizations to its
employees that concentrates on short-term job performance
and acquisition or improvement of-related skills.
Development
Refers to learning given by organizations to its
employees that is geared toward the individual’s acquisition
and expansion of his or her skills in preparation for the future
job appointments and other responsibilities.
Conducting the Training Needs Assessment
Training needs assessment must be done systematically in order
to ascertain if there really is a need for training. Managers must first try
to observe the business condition and the economic, strategic, and
technological changes that are happening in the organization’s
environment before proceeding to the analysis of the organization,
tasks, and persons/individuals, as all these are determinants of training
types required for the maintenance of the firm’s stability.
Organization Analysis

Include the analysis of effects downsizing, branching out,

conflicts with rival companies, and others that may require training or
retraining of employees.
Task Analysis

Involves, for example, a checking of job requirements to find

out if all these are being done to meet company goals. If not, this
may be a go-signal to train or retrain personnel.
Personal Analysis

Determines who among the employees need training or

retraining. This is to avoid spending for the training of employees who
no longer need it. For example, a department manager pirated from a
rival company to occupy a vacancy in one of the organization’s
departments in the same capacity (department manager) may not
need managerial skills training anymore.
Designing the Training Program
This place involves stating the instructional objectives that describe
the knowledge, skills, and attitudes that have to be acquired or enhances to
be able to perform well. In short, these are performance-centered objectives
that must be aligned with the firm’s objectives. Another to be considered is
trainees background knowledge experience, s that the training to be given to
them will not go to waste. Different learning principles, like using modeling,
feedback and reinforcement, massed vs. distributed learning, and others
influence the training design’s effectiveness.
What are the different
learning principles?
 Modeling

The use of personal behavior to demonstrate the desired

behavior or method to be learned.
 Feedback and Reinforcement

Learning by getting comments or feedback from the trainees

themselves, from trainers, or fellow trainees, which can help the
individual realize what they are doing wrong; reinforcement is
accomplished through verbal encouragement or by giving rewards
such as prizes, awards, and others.
 Massed vs. Distributed Learning

Learning by giving training through either few, long hours of

training (massed) or series of short hours of training (distributed).
 Goal-Setting

Learning through the explanation of training goals and

objectives by the trainers to the trainees.
 Individual Differences

Training programs that take into account and accommodate

the individual differences of the trainees in order to facilitate each
person’s style and rate of learning.
 Active Practice and Repetition

Learning through the giving of frequent opportunities to

trainees to do their job tasks properly.
Implementing the Training Program

Various types of training program implementation include: on-the-job

training, apprenticeship training, classroom instruction, audio-visual method,
simulation method, and e-learning.
Evaluating the Training

The positive effects of the training program may be seen by

assessing the participants reactions, their acquired learnings, and their
behavior after completing the said training. The effects of training may also
be reflected by measuring the return on investment (ROI) or through the
benefits reaped by the organization, which were about by their training
investment.
 Employee Development
Developing employees is a part of an organizations career management program and its
goal is to match the individuals development needs with the needs of the organization. The
individual employee must know himself or herself well, identify his or her own knowledge, skills,
abilities, values, and interests, so that he or she would like to take. Although he or she is
encouraged to take responsibility for his or her own career, the organization must, at regular
intervals, provide him or her with the results of his or he performance evaluations and the
organization’s plans or direction that may be related to his or her own career plans. This scheme
establishes a favorable career development climate for him or her, which may lead, ultimately, to
the blending of his or her career development goals with organizational goals.