Human Resource Management

Lecture Slides # 7

Training and
Development
BS (Hons) Management Semester 5

Anwar Khurshid

October 25, 2023

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Learning Objectives

After completing this lecture, you will be able to:

• Define employees’ training and describe the

benefits of training
• List and briefly explain each of the five steps in
the training process.
• Describe and illustrate how you would identify
training needs.
• Explain various training methods and how to
choose appropriate training methods.

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Definitions

Training refers to the methods used to give new

or present employees the skills they need to
perform their jobs.
Dessler (2007, p. 270)

Training and development are processes that

attempt to provide employees with information,
skills and an understanding of the organization
and its goals.
Ivancevich (2007, p. 393)

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Key Characteristics of Training
Key Characteristics of Development
Training Benefits

Training:
• Improves individual, team and organization
performance.
• Supports employee retention strategies.
• Increases flexibility.
• Improves customer service.
• May increase job satisfaction.
• May decrease errors in the workplace.

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When Is Classroom-Based Training
Appropriate?
• When the desired skills are best taught through
formal instruction.
• When a number of people need to learn
skills/knowledge in the same area.
• When critical information must be
communicated to ensure employees meet their
responsibilities.

Source: Armstrong (2006, p. 576)

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The Five-Step Training and Development
Process
Effective training programs consist of five steps,
according to Dessler:
1. Needs analysis
2. Instructional design
3. Validation
4. Implementation.
5. Evaluation.

Dessler (2007), based on the earlier work of Goldstein

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Step 1: Needs Analysis

• Identifies the skills needed for employees to

perform their jobs.
• Assesses existing skills.
• Identifies objectives to close any identified
skills gaps.

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Step 2: Instructional Design

• At this stage, the content of the

course/program is designed.
• Specific activities are identified.
• Relevant materials are prepared.

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Step 3: Validation

• The program is tested with a small group of

employees.
• Feedback may result in changes to the content
and activities used in the program.

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Step 4: Implementation

• The target group participates in the actual

training session.

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Step 5: Evaluation

• The program’s success is evaluated.

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Training Methods

• Lectures
• Case studies
• Workshops
• Simulated training
• E-learning (via the Internet)
• Role plays
• Coaching

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Choosing the Most Appropriate Training
Method
Consider the following:

• Training topic
• Cost
• Time available
• Number of participants
• Skills and knowledge of the trainer
• Availability of materials
• Ability to meet the program’s goals and
objectives
• Timing of the training: how urgent is it?

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Key Decisions

• Who will design and deliver the training? Will it

be done internally or externally?
• Which training methods will be used?
• What are the goals and objectives of the
training?
• Where and when will it be held?
• How will it be evaluated?

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The Importance of Evaluating Training

• Ensures objectives are met or if additional

training is required.
• Assesses the training’s effectiveness.
• Helps identify modifications for future training
programs:
> Content
> Training methods
> Training provider
> Location
> Duration
• Allows for a cost/benefit analysis.
• Supports the business case for training.

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Four Levels of Evaluation:
Kirkpatrick (1994)
Level 1: Reaction
How did participants react to the training?
Measures overall satisfaction with the program.
Level 2: Evaluating learning
To what extent were learning objectives met?
What new knowledge was gained? What new
skills can be demonstrated?

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Four Levels of Evaluation:
Kirkpatrick (1994)
Level 3: Evaluating behavior
To what extent were behaviors changed when
employees returned to the workplace?
Level 4: Evaluating results
What added value was gained as a result of the
program?

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 What Is a
Training Needs Assessment (TNA)?

• A TNA is the process to determine whether training to

address a performance gap is necessary.

• Training might be appropriate when the performance

issue is a “can’t do” issue:
> Poor performance (resulting from a knowledge or skill
deficiency).
> Lack of basic skills (reading, writing, technology, math
skills).
> Legislation or policies requiring new knowledge or skills.
> New technology.
> A customer request for new products or services.
> Higher performance standards.
> New jobs.

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 Role of TNA in the Training Process

• A TNA is the first step in the

training process model.

• TNA assessment involves:

> Organization analysis.
> Task analysis.
> Person/learner analysis.

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 Three Types of TNA Analyses

• Organizational Analysis
> To align training with business strategy and to ensure there are
resources and managerial support for training.
• Task Analysis
> To identify the important work-related tasks and knowledge,
skills, behaviors, abilities (KSBAs); determine if the content and
activities are consistent with trainee on-the-job experience; and
to develop measurable and relevant content, objectives and
methods.
• Person Analysis
> To ensure that trainees have the basic skills, motivation,
prerequisite skills or confidence.

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 Organization Analysis

1. An Organization Analysis involves determining the:

> Appropriateness of training given the
organization’s strategy.
> Resources (financial and development) available
for training and transfer after training.
> Support by managers and peers for training and
transfer.
❖ Gather data mainly from senior and mid-level
managers. Why?
❖ Is there a reason this TNA step should be
accomplished first?

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 Task Analysis

2. Task Analysis involves:

> Identifying the important work-related tasks and
knowledge, skills, behaviors and abilities
(KSBAs) that must be emphasized in training.
> Data sources: Subject matter experts (SMEs),
managers, exemplary employees.

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 Task Analysis Process

• The task analysis process involves:

1. Selecting the job(s) to be analyzed.
2. Developing a list of tasks performed (from an interview
or survey of exemplary employees).
3. Mining data sources: Ask SMEs, managers and/or
exemplary employees to validate tasks:
a. Frequency: How frequent is the task completed?
b. Importance: How important is this task to the
overall work?
c. Difficulty: How difficult is this task?
4. Identify KSBAs that should be trained to address the
gap.

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 Person/Learner Analysis
The person/learner analysis involves:
> Determining whether performance deficiencies
result from a lack of knowledge, skill, behavior or
ability (a training issue) or from a motivational or
work design problem.
> Identifying who needs the training; who has a KSBA
deficiency.
> Determining readiness for training: basic skills,
motivation, self-efficacy.
❖ Data sources include learners, managers and
document reviews (personnel records, prior training
records, or testing).

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 TNA Data-Gathering Methods

• Observation • Interviews

• Questionnaire • Document Review

• Focus Groups

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 Pros and Cons of TNA Methods

• Observation
> Pro: Generates data relevant to work environment and
minimizes work interruptions.
> Con: Requires a skilled observer. Employees’ behavior may
be affected by being observed. In addition, it is time
consuming.
• Questionnaire
> Pro: Inexpensive and can collect data from a umber of
people.
> Con: Provides limited information. There are also anonymity
concerns.
• Interviews
> Pro: Good at uncovering details of training needs and the
trainer can explore questions that arise.
> Con: It is time consuming and difficult to analyze. To
succeed, need a skilled interviewer.

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 Pros and Cons of TNA Methods (Cont’d)

• Focus Group:
> Pro: Useful with complex or controversial issues that one
person may be unable or unwilling to explore.
> Con: Time consuming to organize; status or position
differences may limit participation.

• Document Review
> Pro: Good source of information on procedure; objective.
> Con: May not be available, accessible, or valid; technical
language might require SMEs to explain.

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 Challenges of TNA

• Time constraints can limit the length and detail obtained

from needs assessment.
> What should you do if you lack the time to conduct a TNA?
• Lack of management support :
> The scope of the needs assessment depends on the size of
the performance issue.
• Starting over each time. However, you can anticipate
training needs if you are attuned to:
> Business problems.
> Technological developments.
> Other issues facing the organization.

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 Training Methods

• On-the-Job Training • Computer-Based

Training (CBT)
• Apprenticeship Training
• Simulated Learning
• Job Instruction Training
• Internet-Based Training
• Lectures
• Learning Portals
• Audiovisual-Based Training
• Vestibule Training
• Teletraining and
Videoconferencing
• Electronic Performance
Support Systems (EPSS)

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The OJT Training Method

• On-the-Job Training (OJT)

> Having a person learn a job
by actually doing the job.
• Types of On-the-Job Training
> Coaching or understudy
> Job rotation
> Special assignments
• Advantages
> Inexpensive
> Learn by doing
> Immediate feedback

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