Transcript
Training in Organization
General Open Systems Model
OPEN SYSTEM
INPUT PROCESS OUTPUT
Systems External Environment
OUR ORGANIZATION SYSTEM
TRAINING
• What is training?• Why training? • How training?
Training as a Subsystem within the Organizational System
TRAINING SUBSYSTEM
Organizational Needs Analysis KnowledgeEmployee Needs Design SkillsBudget Development AttitudesEquipment Implementation MotivationStaff Evaluation Job Performance
INPUT PROCESS OUTPUT
TRAINING’S ORGANIZATIONAL ENVIRONMENT
Mission Strategy Structure Policies ProceduresFinances Resources People Products Technology
Training Process Model
OutcomeEvaluationData
Needs Analysis Phase Input Process Output
Design Phase Input Process Output
Development Phase Input Process Output
Implementation Phase Input Process Output
Evaluation Phase Input Process Output
ProcessEvaluation Data
Triggering Event
Training
• The process of developing skills in order to more effectively perform a specific job or tasks
• To provide employees with the KSA to perform more effectively (to meet current job requirements or prepare them to meet inevitable changes)
• Part of an integrated system in which performance is measured against criteria
TRENDS IN TRAINING
• Aligning training with business strategy• Advances in technology• Managing talent• Improving training function• Quality • Legal issues
ALIGNING TRAINING WITH BUSINESS STRATEGY
• Top priority of HR managers• Rapid changing of business environment• Training improve performance
Advances in Technology
• Rapid advances in learning technology• New learning media• Mobile technology
Managing Talent
• Due to changing demographics; diversity• Developing the right talent; selecting and
retaining talents.• Knowledge delivery systems; continuously
upgrade employees knowledge and skills.
Quality and Continuous Improvement
• Training as part of performance improvement system
• Identification of performance improvement opportunities identification of alternative solution
• Design and implementation• Evaluation of results
Legal Issues
• Equal employment opportunity• Sexual harassment• Required training (e.g. ???)• Liability for injury or illness • Confidentiality• Copyrighted Materials
KEY CONCEPTSGLOSSARY
Define key concepts
• Learning• KSA : Knowledge, Skills and attitudes• Competencies• Training, development and education• Training Need Analysis (TNA)
Important Concepts
• Learning- relatively permanent change in cognition
• KSA – types of learning outcomes– Knowledge: information, organize,
understanding– Skills: capacities needed to perform a set of
tasks– Attitudes: beliefs and opinions a person hold
about things or events…• Competencies – A set of KSA that enables a
person to be successful in performing
Important Concepts
• Training, development, education– Training is a process or activity that supports
individual learning through specialized instruction and practice
– Education is an experience that is designed to provide more general learning that is not specific to a job.
– Development is the learning of KSAs (an outcome of training and other experiences).
Important Concepts
• TNA is a process of collecting information about an expressed or implied need that could be met by conducting training. Result of TNA tells analyst what type of training needed and who needs training.
• Deficiency is a performance that does not meet the current standard/target.
Analysis Phase (TNA)
Input Process Output
TRIGGER Actual Organizational Performance (AOP) VS Expected Organizational Performance (EOP)
Identify Performance Discrepancy (PD)PD = EP VS APAnd Causes of PD
Non Training Needs
Training Needs
Resources
Operational Analysis Expected Performance (EP)
Person Analysis Actual Performance (AP)
Organizational Analysis Objectives
Environment
WHAT
• Organizational Analysis determines the appropriateness of training based on its business strategy, resources, support, etc.
• Operation and task analysis identifies the important tasks and KSA/competencies that need to be emphasized in training.
• Person analysis:– To determine whether performance deficiencies
result from lack of KSA or motivational or work-design problem.
– To identify who needs training– To determine employees’ readiness for training.
WHY
• Systematic– Actual Org. Performance less than Expected Org.
Performance = Org. Performance Gap
• TNA determines whether training can correct the performance problem:– Increase the chances that the time and money spent
on training is spent wisely– Determine the benchmark for evaluation of training– Increase the motivation of participants– Align the training activities with the company’s
strategic plan
When?
• Changes in organization: – Technology– Human resource– System – ???
When Not to Conduct?
• To communicate new vision or address legal concerns that affect all employees
• Team building training needed by all employees
• ???
1st Mini Group Assignment
Discuss what are the steps that need to be taken if:
•You need to develop a new development program for SPACE students ?
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