Lecture 5: Training Flashcards
(39 cards)
Why is training important?
- Great benefits if done well
- Costly if done badly
- One of the most popular subjects with organsisational psychology
- An employee expectation
Why is training important pt 2?
The world is changing
- New technologies, new strategies, new cultures
- Organisational and team restructuring
- Training encouraged by governments
Huge market; companies willing to spend a lot of money on training
- USA: 109 million USD in 2006
- UK: 39-49 billion GBP
Retain staff
Attract new and better candidates
What is training?
Organised efforts by organisations to provide employees with structred opportunities to learn and develop within their work role
What are the two different types of training?
Formal training: Training courses, training videos
Informal training: Job rotation, coaching, mentoring
What is the difference between training and development?
Training:
- Specific knowledge
- Existing challenges
- Task-focused, a means to an end (e.g. how to use excel)
Development:
- General capabilities
-Future challenges
- Person focused, enriches organisation (e.g. analytical and reasoning skills)
What are the top three goals of T&D?
- Improve employee’s level of awareness
- Increase an employee’s skill in one or more areas of expertise
- To increase an individual’s motivation to perform
What are the benefits of T&D for the individual?
Overall positive effect compared to no -/pre-training groups
- Effect sizes vary
- Most effective programmes: cognitive and interpersonal skills
Fewer mistakes made in future
Increase in self-efficacy and self management skills
- Never underestimate the influence of confidence
Increased innovation
- Trained mechanics learned to build 2 Jeep bodies using homemade tools
Increase in teamwork skills:
- Better collaboraation, communication and planning
What are the benefits of T&D for the organsiation?
- Usually measured in productivity, sales, revenue etc
Not as well studied
- Effectiveness depends on type of training given
-existing meta analyses show moderate improvement at organisational level
What did UK Learning and development report find?
UK companies who spent less than £300 per employee on training had retention rates of more than 6 months
Companies spending above average (£200) on training per employee employees twice as likely to report as highly satisfied
63% of companies with increased turnover in the last year reported leadership and management development as their top priority
What are the downsides of training?
Employee turnover may increase
- Many tech companies fund employees getting degrees, many employees leave once acquiring the degree after no career progression within that company
What are the beenefits of T&D within society?
- Training increases human capital (intangible skills/knowledge to produce economic value)
- Economic advantage over foreign competition (Employers spend some on training but get huge returns)
- Economic power leads to negotiation and increased foreign relations
What is the training cycle?
The training cycle helps practitioners create
successful programmes by going through
series of integral steps:
- Training Needs Analysis
- Training design
- Training evaluation
What is training needs analysis?
Aim: To identify training objectives
- Develop Knowledge, Skills and Abilities (KSAs)
- Organisational analysis
- Task and role analysis
- Person analysis
What is organsiational analysis?
Links training objectives to the organisation’s strategic aims and policy statements
Used to identify is training or other interventions best suit the organisational needs and which parts of the organsiation would benefit from training
Organisational TNA is often performed by HR management systems for proactive TNA
Reactive TNA (like Critical Incident Analysis) can be performed by core management team
What is task analysis?
Divided into hierarchial task analysis and cognitive task analysis:
Hierarchial task analysis:
- Divide jobs or job components into tasks and subtasks, forming a hierarchy
- Best suited for tasks with stable, clear and observable components
- Less suited for capturing cognitive tasks
Cognitive task analysis:
- Examine mental activities necessary to perform a role
- Use methods including interviews, focus groups and simulations where the subject matter expert details how they analyse information, make decisions, and cope with unexpected problems
- Best suited for jobs with predominantly cognitive cognitive tasks
What is person analysis?
- Asks who needs training and what kind of training they need
- Often part of performance appraisals identified between the indivudual and their manager
- Increasingly, indiiduals now take a more active role, seeking out opportunities for continues proffessional development
- Such opportunities can be available within the employing organisation, or outside such as through professional bodies or specialised training organisations
What is training design?
Training design relates to the content and delivery of training
Effective training design needs to:
- Set training aims and objectives
- Determine an appropriate learning strategy
- Plan and impement the training
Wide variety of methods and forms training can take:
- Informal vs formal training
- In-house vs out-of-house training
What is formal training?
- Planned, structured material
- Usually done by trained professional
- Wide range: (bespoke via consultancy) or off-the-shelf
- E.G: Training videos, manuals, classes
What is informal training?
- Usually developed by the organisation
- More flexible, delivered by anyone
- May not be labelled as training
- E.G: Job rotations, mentoring
What are the three techniques for formal training?
Behaviour role modelling: Trainees observe someone demonstrating a skill, then practice through role play and feedback
Case discussion: Trainees analyse a detailed case study of a business situation and use management principles to work out how to deal with it
Business games and simulations:
Trainees analyse complex problems and have to deal with consequences of their actions in the simulation
What is the difference between in-house vs out-of-house training?
In house:
- Done by an internal trainer
- Can be specific to the organsiation
- More cost-effective, flexible
- No variety (only meet the same people, discuss the same things)
Out-of-house:
- Bring an outsider to train
- Expensive but more likely to be given by an expert
- Lack of flexibility, may not get moeny’s worth in transfer
What is instructional design?
- Classroom settings
- Self-directed earning programmes
- Simulated work settings
- Distance learning
- Interactive multimedia
- Web-based training
What is the apprenticeship model?
- Master teaches young apprentice through modelling over a long period of time
- On the job learning, copying master
- Combines formal and informal learning
What is the inquiry model?
- Learning by experience is best
- Trainee solves real life tasks while trainer steps in only when necessary
- Could be form of coaching or mentoring
- Risky for organisations (can you afford to make mistakes?)
- Limited use in most organisations
