Human

Resources
Management
Session 5
 Find the unique person
Who is left handed
Who has ginger hair
Who is vegetarian
Who has blue eyes
Who has a lovely voice
Who can play a musical
instrument
Who doesn’t have Facebook
account
Who rides horses
 List and Understand learning
05 barriers

04 Explain ADDI model

Discuss the onboarding

03 process

02 Discuss the learning styles

Define the difference between

01 Training , learning and development
 • Support the organization strategic
direction
• Increase productivity
Learning and • Lower performance deficiencies
Development • Increase employee commitment
Functions • Lower employee turnover rates
• Reduce accidents
• Measure training outcome in financial
terms
• Promote learning culture
• Secure training budget
 Learning and development strategy
Learning and development strategies ensure that the
organization has the talented and skilled people it
needs and that individuals are given the opportunity to
enhance their knowledge and skills and levels of
competence.
 The learning Process
Training needs are aligned with a flow ideally
from the employer’s strategic plans. The aim
is to teach new or current employees the
skills they need to perform their jobs,
improve productivity.

5-7
Negligent training

Occurs when an employer fails to

provide sufficient training to allow
an employee to perform their job
safely
Learning –
‘a relatively permanent change in behavior that
occurs as a result of practice or experience’.,
‘Learning is the major process of human
adaptation.’
Andragogy refers to the methods and approaches used in
adult education and is directed towards self-actualization,
gaining experience, and problem-solving.

Pedagogy is an education method in which the learner is

dependent on the teacher for guidance, evaluation, and
acquisition of knowledge.
 Learning Styles ( VARK Model )
Visual — Learns by Seeing (Process info. Through what s/he sees ..
pictures or printed or displayed info.)

Auditory — Learns by Hearing (Process info. That is heard words, songs

… etc )

Read and write - Learn by read and write notes

Kinesthetic — Learns By Doing (Touching/Feeling)

• https://youtu.be/_IopcO
wfsoU
 Learning Styles ( KOLB Model )
Feelers. Feelers are very people-oriented. They are expressive and focus on feelings and
emotions. They enjoy affective learning and gravitate toward learning experiences that explore
people’s attitudes and emotions

Observers. like to watch and listen. They tend to be reserved and quiet and will take their
time before acting or participating in class.

Thinkers. Thinkers rely on logic and reason. They like the opportunity to share ideas and
concepts. They prefer activities that require them to analyze and evaluate. They will question
the rationale behind activities .

Doers. Doers like to be actively involved in the learning process. They will take charge in group
activities and tend to dominate discussions.
Can you remember your
onboarding experience
• Employee orientation (often
called “onboarding”) involves
providing new employees with the
basic background information they
need to perform their jobs, such
as company rules, help in
socializing the employee into the
employer’s way of doing things,
and the company’s culture.
On-boarding programs

• Range from brief introductions to lengthy

programs of several days or more.
• Employees should receive print or
• Internet-based employee handbooks
outlining benefits, policies, and safety
measures.
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Purposes
- Make the new employee feel welcomed.
- understand the organization broad sense (its past,
present, culture, and strategies and vision of the future).
- provides new employees with the information they need
to function (such as computer passwords and company
rules);
- Help new employees start getting emotionally attached to
the firm
The Training Process
The ADDIE Five-Step Training Process
1) Analyze the training need
2) Design the overall training program
3) Develop the course
4) Implement the training program
5) Evaluate the effectiveness of the course.
Step 1: Analyzing
 Step 1: Analyzing
• Identifying training needs
“ is the training the solution for
this issue ?
• TNA is defined as the
ongoing process of gathering
data for analysis and
generating information
about performance in an
organization in order to
make decisions about where
and when to use training.
TNA is used to identify:
 Effectiveness in reaching goals
 Gaps between current and future desired performance
 Target audience
 Types of needed program
 Contents
 Parameters for cost-effectiveness
 Training Needs Analysis levels

Organizational • A process for determining the

analysis business appropriateness for training

• an analysis of the job’s

task analysis requirements

Performance ( • an analysis to verify if there is a

performance deficiency
Individual ) analysis
 Gather data to identify needs
•Surveys/questionnaires
•Interviews
•Performance appraisals
•Observations
•Tests
•Assessment centers
•Focus groups/group discussions
•Advisory committees
Step 2: Designing
• Design means planning the overall training program
including

• training objectives,
• Delivery methods
• Detailed training outline (all training program steps from
start to finish)
• program delivery format
 • The goal should answer the following three questions:

• Who is the training for?

• What is the training about?
• Why is the training being conducted?
Ex: The goal of this course is to provide accounting employees with
needed knowledge and practical skills to effectively manage accounting
activities ( Fixed assets , payroll etc.. ) in their companies.
Step 3: Developing the Program
or Course
• Program development
• in-house” or to purchase it “off-the-shelf”.
• Choosing
• Content
• Instructional methods
• Developing the program requires assembling and
creating the materials, choosing the content and
specific instructional materials, and, finally,
laying plans to align the evaluation process with
the development process.
The common types of training:
•Basic skills training
•Soft skills training
•Technical training
•New technology training
•Management and leadership training
•Others (safety, quality, sales…etc)
Delivery Methods
Classroom training
This traditional mode is usually led by an instructor
in a classroom setting.

Self-directed study
•It allows learners to progress at their own pace through
a set of training material such as workbooks, or web
based materials, usually without the aid of an
instructor.
Computer-Based Training (CBT)
Learning Portals — Employers use Internet-based training to deliver
training. The training itself could include posting videos, written
lectures, PowerPoint slides, or more sophisticated simulations.

Learning Management Systems (LMS) help employers identify training

needs, and to schedule, deliver, assess, and manage the online training
itself.
Some popular LMSes used by educational institutions include Moodle, Blackboard
Learn and Schoology.
Popular enterprise-level LMSes include Adobe Captivate Prime, Docebo LMS,
TalentLMS, iSpring Learn and eFront.
.
Blended learning:
• It is a planned approach to learning that includes a combination of
methods such as classroom, e-learning, self-paced and coaching.

• Mobile learning means delivering learning content on demand

via mobile devices like cell phones, laptops, and iPhones, wherever
and whenever the learner wants to access it.
synchronous
communications are scheduled, real-time interactions by
phone, video, or in-person.
Asynchronous
communication happens on your own time and doesn't need
scheduling
Hybrid learning describes an educational model in which
students spend at least half of their time learning online
and the rest of their time learning in physical classrooms

HyFlex course is a student-centered model of class

delivery that can integrate in-class instruction, online
synchronous video sessions, or asynchronous content
delivery
On-the-Job Training (OJT)
It is a training provided to employees by managers,
supervisors or more experienced colleagues at the actual
work site.
• Here are some steps to help ensure OJT success.
• Step 1: Prepare the Learner
• Step 2: Present the Operation
• Step 3: Do a Tryout
• Step 4: Follow-Up
 •Apprenticeship Training – a structured process by
which people become skilled workers through a
combination of classroom instruction and on-the-job
training.

Cross functional training

• means training employees to do different tasks or jobs than
their own; doing so facilitates flexibility and job rotation,
as when you expect team members to occasionally share
jobs.
Vestibule Training ( Simulation ) —

A method in which trainees learn on the actual (or

on simulated) equipment they would use on the job
in an offsite or adjacent location.

Examples of vestibule training include airlines that use

simulators to train pilots and cabin attendants,
astronauts who train in mock-up space capsules.
• Behavior Modeling —
• A training technique in which trainees are first shown good
management techniques in a video, are then asked to play
roles in a simulated situation, given feedback by their
supervisors, and finally, are encouraged (by incentives and
other things) to apply their new skills back on the job.

• Action Learning Programs give managers and others release

time to work full-time on projects to analyze and solve
problems in departments other than their own.
• The Case Study Method presents a manger with a written description of an
organizational problem

• University-Related Programs provide executive education and continuing

educational programs in leadership, supervision, and the like. Some
companies offer joint degree or certificate programs in cooperation with
colleges and universities.
• Management Games — Computerized management games allow for
trainees to learn by making realistic decisions in simulations. Improvisation is
a recent variant of a management game. Outside programs, seminars ..
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 Step 4:
Implementation:
Training Techniques
Pilot Program :
It involves offering the program initially in a controlled
environment with a segment of the target audience.
The feedback from participants of the pilot audience is
usually used to revise, modify or change contents as
needed or appropriate.
Scheduling
Facilitator selection
Location selection
Seating arrangements
2. Location selection:

The location of the program has an impact upon its

effectiveness.
The choice of the training location depends on
the target audience, the methods and media to be
used, special needs (PCs, simulation aids) and program
length.
Step 5:
Evaluating the
Training Effort
• Training evaluation helps in:
• Determining if a program achieved its objectives
• Identifying strengths/weakness of programs
• Determining the cost-benefit ratio of programs
• Identifying which participants benefited most/least from the
program
• Gathering data to improve future programs
• Establishing a database of information to assist in strategic
decision making

5-54
• In evaluating the effectiveness of training programs, Donald L.
Kirkpatrick’s developed a model that gathers information from
various sources (facilitator, participants and management) for that purpose.

• The model focuses on evaluating the training after the program

has been conducted.

5-55
•Training Effects to Measure — The following four
basic categories of training outcomes can be
measured:

1) reaction,
2) learning,
3) behavior
4) results.

5-56
Level 1: Measuring reaction

•By administering surveys or conducting interviews with

participants immediately after the completion of the
program.
•It measures how people liked the program and the
environment rather than their level of learning.
Level 2: Measuring learning

•It involves measuringhow well participants learned facts,

ideas, concepts, theories and attitudes.

•Three methods of measurement:

•Post-measure
•Pre/post-measure
•Pre/post-measure with control group
 6
0

Level 3: Measuring behavior (actual performance)

•Methods for evaluating behavior change include:

• Performance appraisal – Observations

• Critical incidents – 360-degree feedback
• Simulations process
Level 4: Measuring results
• Results are measured by comparing the effect of training
programs on the achievement of organizational goals.

• ROI analysis is an example of how to determine the impact of

training on organizations’ results.
– Time saving (less time to reach proficiency, less supervision needed)
– Better quantity (faster work rate, less downtime)
– Better quality (fewer rejects / lost sales, reduced accidents, lower
legal costs)
– Personnel data (less absenteeism, fewer medical claims, reduced
grievances)
Barriers
of
Training
 Issues related to learner
Inattentiveness or Lack of Participation
Language Barriers
Inability to “Keep Up”
Resistance to Change
Moving out of the Comfort Zone
Low Confidence/Self Esteem
Unwillingness to Ask for Help
Low Motivation
Metrics and
analysis
 Training & Development

Training Expenses per Employee:

The total cost of your organization’s training courses and programs divided by the total
number of employees.
The number of employees who completed a given training divided by the total
number of employees, then multiplied by 100 to get a percentage.
Time to Completion:
The average amount of time it takes for an employee to complete a given training
program.
 Visualizing the
data

Human resources Management – Training and development - Session 5 – Dr. Mariam El Qady
 • XYZ - Training 2002
52 TOTAL ATTENDEES PER Q Total Busdget Total rus TOTAL RUNS PER Q
52

0 0 0

Q1 Q2 Q3 Q4
450 K 402 Q1
0
Q2
0
Q3
0
Q4

TOTAL RUNS/NO OF ATTENDEES NO OF ATTENDEES PER PROGRAM

300 200 100 0 -100 -200 -300 -400 -500
Technical
Trainings TE Courses
Technical Trainings 130 41 (Approved) 0%
18% MBA
HR Organized Trainings 9 186 1%

General couses
620
200 200

Knowledge Transfer 8 8

Soft skills 50 180

HR Organized
MBA 5 5 Trainings
81%
500 400 300 200 100 0 100 200 300 400 500