TRAINING & DEVELOPMENT

DİDEM ARSLANBAŞYILDIZ
Training and Development (T&D)

— Heart of a continuous
effort
— Designed to improve
employee:
—Competency
—Organizational
performance
Training

— Provides workers with knowledge and skills

needed for their present jobs
— Examples:
—Showing workers how to operate a machine
—Showing supervisor how to schedule daily
production
Development

— Learning with a long-term focus- future

— Goes beyond the worker’s current job
— Prepares employees to keep pace with
organization as it changes and grows
Learning Organization
— Recognizes the importance of continuous performance-
related T&D and takes appropriate action
— Basic characteristics:
— Provides supportive learning environment
— Provides specific learning processes and practices
— Leadership behavior in organization supports and reinforces
learning
— Learning programs aligned with strategic corporate goals
Factors Influencing T&D
— Top management support
— Shortage of skilled workers
— Technological advances
— World complexity – global skills
— Lifetime learning
— Learning styles
— Other human resource functions – talent management,
selection process
WHY LEARNING IS IMPORTANT FOR
ORGANIZATIONS?
— Life long learning
— New psychological contract
— Competitiveness
— Creativity and innovation
— Flexibility
— Efficiency
— Change
— New management techniques
TRAINING AND DEVELOPMENT
— LEARNING IS FOCUS
What is learning?
— The most important characteristic of learning is that it is
permanent.
— One of the definitions of learning puts this into the light.
“Learning is what stays in our minds after all that a person has
been taught is forgotten.”
— Another basic characteristic of learning is that it leads a
person towards change and improvement. A behavior or
event that does not aid to a person in any way cannot be
described as learning.
— Learning needs to take a person forward or become
enriched.
WHY DO WE LEARN?
— To take care of our needs
— To make our ideals come true
— To overcome ambiguity
— To be able to compete
— To use our potential to the fully
Training and Development (T&D) Process
External Environment
Internal Environment
Determine Specific T&D Needs

Establish Specific T&D

Objectives

Select T&D Method(s) and

Delivery System(s)

Implement T&D Programs

Evaluate T&D Programs

 The ADDIE Five-Step Training Process

1. Analyzing the training need.

2. Designing the overall training
program.
3. Developing the course.
4. Implementing training by
actually training the targeted
employee group.
5. Evaluating the effectiveness of
the course.
Determining Specific Training and
Development Needs
Must take a systematic approach to addressing needs:
— Organizational analysis
— Task analysis
— Person analysis
Conducting the Training Needs Analysis
— Strategic training need analysis
— Current training need analysis
— Task analysis
— Talent management
— Performance analysis – current employee’s training needs
Establishing Specific Training and
Development Objectives

— Desired end results must be determined

— Clear and concise objectives must be
formulated
 TRAINING DESIGN
— Design means planning the overall training
program including training objectives,
delivery methods, and program evaluation.
Sub-steps include setting performance
objectives, creating a detailed training
outline, choosing a program delivery
method, and verifying the overall program
design with management.
 Designing the Training Program
— It is done after need analysis.
— Requests for training often start with line managers presenting
concerns, such as “we’re getting too many complaints from call center
callers.” The learning objectives you choose should address the
performance deficiencies that you identified with needs analysis.
— Learning requires both ability and motivation, and the training
program’s learning environment should take both into account.
— In terms of ability, the learner–trainee needs the required reading,
writing, and mathematics skills. In addition, he or she must posses the
required educational level, intelligence, and knowledge base.
— As every student knows, the learner also must be motivated to learn
the material.
Implementing Training
— On the job learning
— Off the job learning
Implementing Training Programs- On the
job training
— On-the-job training:Having a person learn a job by actually doing
the job.
— Job rotation: which an employee moves from job to job at planned
intervals
— Coaching : an experienced worker or the trainee’s supervisor trains
the employee. This may involve acquiring skills by observing the
supervisor, or having the supervisor show the new employee the
ways of doing things.
— Special assignments: give lower-level executives first hand
experience in working on actual problems.
 Implementing Training Programs- On
the job training
On the job learning for production
1. Prepare the learner by putting the learner at ease and explaining
why he or she is being taught.
2. Present the operation. Explain quantity and quality
requirements and go through the job at a normal pace
3. Do a tryout and have the learner go through the job several
times at a reduced, then normal, pace.
4. Follow-up and designate to whom the learner should go for
help. Gradually decrease supervision.
 Implementing Training Programs-
— Job instruction
training: step-by-
step training
 Implementing Training Programs-
— Apprenticeship training: Apprenticeship training is a
process by which people become skilled workers, usually
through a combination of formal learning and long-term on-
the-job training. Traditionally, a master craftsperson will serve
as a role model and guide.
— Informal learning: Surveys estimate that as much as 80%
of what employees learn on the job they learn through
informal means, including performing their jobs on a daily
basis with their colleagues. Other types of informal training
occurs between people in the lunch or break room.
Implementing Training Programs- Off
the job learning
— Lectures: present knowledge to large groups of trainees
— Programmed learning: a step-by-step, self-learning method.-
Intelligent tutoring. It consists of three parts:
1. Presenting questions, facts, or problems to the learner
2. Allowing the person to respond
3. Providing feedback on the accuracy of answers, with instructions on
what to do next.
— Audiovisual-based training: like WEB, DVDs, films, PowerPoint,
and audiotapes
— Vestibule training: trainees learn on the actual or simulated
equipment they will use on the job, but are trained off the job
(perhaps in a separate room or vestibule). (pilot simulation for
planes)
 Implementing Training Programs- Off
the job learning
— Electronic performance support systems (EPSS): computerized tools
and displays that automate training, documentation, and phone
support.
— Videoconferencing: involves delivering programs via compressed
audio and video signals over cable broadband lines, the Internet, or
satellites. It is for training geographically dispersed employees
— Computer-based training(CBT): training methods that use interactive
computer-based systems to increase knowledge or skills.
— Simulated learning: include virtual reality-type games with a step-by-
step animated guide, and online role-play with photos and videos. In
general, interactive and simulated technologies reduce learning time
by an average of 50%.
 Implementing Training Programs- Off
the job learning
— Internet-based training- can be both on-line and off-line. E-
learning permits the teaching of large numbers of students
remotely. It also allows students to study at their leisure making
the overall process quite efficient.
— Learning Management Systems (LMS): special software tools that
support Internet training by helping employers identify training
needs. An LMS also can help in scheduling, delivering, assessing,
and managing the online training itself.
 Implementing Training Programs- Off
the job learning

— Mobile learning: delivering learning content on demand via

mobile devices like cell phones, laptops, and iPads.
— Virtual classrooms: special collaboration software to enable
multiple remote learners to participate in live discussions,
communicate via written text, and learn via content such as
PowerPoint slides.
— Team training – team work, learning from others
Implementing Management Development
Programs
— Management development is any attempt to improve managerial
performance by imparting knowledge, changing attitudes, or
increasing skills.
— The management development process consists of
(1) assessing the company’s strategic needs
(2) appraising managers’ current performance,
(3) developing the managers.
MANAGERIAL ON THE JOB TRAINING
— Managerial on-the-job training methods include job rotation,
the coaching/understudy approach, and action learning.
— Job rotation is a widely used method to help managers
develop. It means moving managers from department to
department broadening their understanding of the business
and testing their abilities.
— In coaching, the understudy works directly with a senior
manager or with the person he or she is to replace.
— Action learning programs give managers and others release-
time to work analyzing and solving problems in departments
other than their own.
Off-the-Job Management Training and
Development
— Case studies: analyze and diagnose the problem
— Computerized management games: making realistic decisions in
simulated situations
— Outside seminars
— University programs
— Role-playing: create a realistic situation and then have the
trainees assume the parts (or roles) of specific persons in that
situation
Off-the-Job Management Training and
Development
— Behavior modeling: involves (1) showing trainees the right (or
“model”) way of doing something, (2) letting trainees practice
that way, and then (3) giving feedback.
— Corporate universities : Turkcell Akademi, Motorola University,
Hamburger University (Mc Donalds)
— Executive coaches: an outside consultant who questionst he
executive’s boss, peers, subordinates, and (sometimes) family.
The coach’s goal is to identify the executive’s strengths and
weaknesses. The coach also will counsel the executive so he or
she can capitalize on strengths and overcome weaknesses.
— Talent management
Managing Organizational Change
Programs
— Training brings change. Sometimes company wide trainings
are organized for organizational change.
— Perhaps the hardest part of leading a change is knowing what
to change and overcoming resistance to it.
— Lewin’s change process
— Unfreezing: reducing the forces that are striving to maintain the
status quo
— Moving: developing new behaviors, values, and attitudes
— Refreezing: building in the reinforcement to make sure the
organization doesn’t slide back into its former ways of doing
things.
 Leading Organizational Change
— Refreezing stage
— Unfreezing stage
— Create Urgency. — Reinforcement
— Monitor
— Mobilize Commitment to
change
— Moving stage
— Create Coalition
— SharedVision
— Help employees to make the
change – Training
— Encourage achievement
Evaluating The Training Effort
— Pre and post test
— Control group
— Measurement
— Reactions : Did they like?
— Learning : Did they learn?
— Behavior : Does it change the behavior, transferred to the job
— Results: Does performance increased?
Metrics for Evaluating Training
and Development
— Participant opinion
— Extent of learning
— Behavioral change
— Accomplishment of T&D objectives
— Return-on-investment from training
— Benchmarking
ORIENTATION
— Employee orientation (or
“onboarding”) provides new
employees with the information they
need to function (such as computer
passwords and company rules).
— Ideally, though, it should also help
new employees start getting
emotionally attached to the firm.
 The Purposes of Employee
Orientation/Onboarding
1. Make the new employee feel welcome
and at home and part of the team.
2. Make sure the new employee has the
basic information to function effectively,
such as e-mail access, personnel policies
and the like.
3. Help the new employee understand the
organization in a broad sense.
4. Start the process of a person becoming
socialized into the firm’s culture, values,
and way sof doing things.
The Orientation Process
— The length of orientation varies, but it
usually includes time with HR to review
benefits, vacations, and other policies. It
also includes time with the supervisor to
learn the organization and culture of the
department.

— Carefully crafted employee handbooks are

helpful to the employer and employee.

— Employers use technology to support

orientation. Some employers put all or
some of their orientation media on the
Web.