Learning vs Training

Learning ,Training & Development

Learning has happened when people can demonstrate that they

know something that they did not know before(Insights
,realization as well as facts) and when they can do something
they could not do before(skills)
Training is one of several responses an organization can
undertake to promote learning
Learning which lies within the domain of individual and training
lies within the domain of organization
Development is concerned with ensuring that a persons ability
and potential are grown .It is an unfolding process that enables
people to progress from present state of understanding and
capability to a future state in which higher level skills,
knowledge and competencies are required

Learning Organization

Organizations where people continually expand their capacity to

create the results they truly desire , where new and expansive
patterns of thinking are nurtured, where collective aspiration is
set free and where people are continually learning how to learn
together
The ability to learn faster than your competitor may be the only
sustainable advantage

COMPONENTS OF LEARNING AND DEVELOPMENT

Learning and
development

Organizational
learning

Individual
learning and
development

Knowledge
management

Workplace
learning

Self-directed
learning

E-learning

Coaching and
mentoring

Blended
learning

Training

Formal
on-the-job
training

Formal
off-the-job
training

Leadership &
management
development

Rank

Company
1 Salesforce.com
2 Amazon.com
3 Intuitive Surgical
4 Tencent Holdings
5 Apple
6 Hindustan Unilever
7 Google
8 Natura Cosmticos
Bharat Heavy
9 Electricals
10 Monsanto

5-Year
Avg. Sales
Growth (%)
39.5
32
43.4
69
35.1
10
35

5-Year Avg.
Net Income
Growth (%)
78.7
37.6
36.4
75.4
60.7
4
37.1

17

Enterprise
Value ($bil)

Innovation
Premium*
20.7
92.7
13.4
46.5
303.4
15.5
138.1

75.1
58.9
57.6
52.3
48.2
47.7
44.9

13.5

10.2

44.5

27.2

25

19.5

43.6

13.4

44.7

41.3

42.6

THE MOTIVATION TO LEARN

People will learn more effectively if they are motivated to learn

KEY LEARNING THEORIES

Reinforcement theory

Cognitive learning theory

Experiential learning theory

Social learning theory

ORGANIZATIONAL LEARNING
Organizational learning is the development and acquisition in
organizations of knowledge, understanding, insights, techniques
and practices in order to improve organizational effectiveness

THE NOTION OF THE LEARNING

ORGANIZATION
A learning organization was defined by Pedler et al (1997) as one
that facilitates the learning of all its members and continually
transforms itself'

SINGLE- AND DOUBLE-LOOP LEARNING

Define expectations
Take action

Plan corrective
action

Monitor and review

Single-loop learning
Re-define expectations
as necessary
Double-loop learning

ADDIE

The acronym ADDIE describes the training process. ADDIE stands for:
A- Analysis or needs assessment
D- Design of the program.
D- Development of the program.
I Implementation of the program
E- Evaluation.
Analysis/
Assessment

Design

Evaluation

Development

Implementation

Analysis
The first phase of the ADDIE process is analysis or assessment, in which data is
collected to identify the gaps between actual and desired organizational
performance.
A needs analysis is the process used to identify, articulate, and document the
organization's developmental needs.
A needs analysis can be used to identify:
The organizations goals and its effectiveness in reaching those goals.
Gaps or discrepancies between current and desired performance.
Types of program needed.
Critical cultural influences.
Training program content based on fact rather than intuition.

Anticipated challenges and areas of potential learner resistance.

Base line information to evaluate effectiveness.
Resource and logistical limitations.
Parameters for cost effective programs.

LEARNING NEEDS ANALYSIS:

IDENTIFYING THE LEARNING GAP
What is

Learning gap

What should be

Actual performance
levels

Performance levels
required

Knowledge and skill

possessed

Knowledge and skill

required

IDENTIFYING LEARNING NEEDS MODEL

Corporate

Business plans

Human resource
plans

Function

Training surveys

Individual

Performance
reviews

Job and role

analysis

Cultural Implications:
Identifying skill and performance gaps is usually considered to be a key aspect of a
need analysis. In the global environment, however, cultural factors may interfere
with this goal and also affect the way the needs analysis is conducted.
Some of the most important differences are describes as below:

Low Power Distance

High Power Distance

Decisions regarding who should

participate in training are based on
developmental needs or skill
deficiencies.

Decisions regarding who should participate in training may be based

on group membership.

An individual or groups training needs

are based in formal performance
evaluations and specific developmental
objectives.

Individual or group skill deficiencies or developmental needs may

not be expressed.
Participation in training may be driven by group affiliation rather
than individual need.

Needs analysis are conducted

participatively.

Needs analysis may be less effective if conducted participatively.

In high power distance cultures, individual may be reluctant to
discuss or share skill deficiencies or developmental needs because
this causes them to lose face.

Design
The next phase of the ADDIE process is design. During this phase, broad goals
and objectives are developed, and broad plans for the treatment of the content and
strategy for implementation are made. All major components are included, together
with the order and method in which they will be generated.
Goals and objectives:
Objectives are based on the goal if the program and serve many functions,
including:
Providing a focus for the design.

Alerting participants to what they should know at the end of the program.
Contributing to the process of knowledge and skill transfer.
Providing a means of measuring what was learned.

Development
The third phase is the development phase, during which materials are created,
purchased, or modified to meet stated objectives. A primary activity during the
development phase is the creation of materials that will be used in the program.

Global training and human resource professional must understand and consider:
How the local culture will view the educational and training processes. In many
Asian culture, for example, education and training are determined within a high
power distance context.
What members of the local culture expect and how they will perceive the
leader/instructor. Again, in many cultures, the instructor is perceived as and
expected to act like an expert.
The way the local culture will perceive and respond to various learning activities.

The following are some of the types of learning methods and activities:
Classroom Training:
Face to face training delivered by a live instructor to an audience physically
located in the same classroom is a traditional mode of training frequently.
Organizations may also use external resources such as colleges and
universities, trade associations, and training vendors. The face to face classroom
structure provides the use of several types of learning activities, including
presentations and lectures, case studies, readings, demonstration, group
discussions, and simulations.
Instructor led webinars
Instructor led webinars are a modification of instructor led delivery sometimes
referred to as distributed training. Distributed training refers to the use of an
organizations electronic communication network to teach, train and
communicate. It usually involve a leader or facilitator at one location who
communicates electronically with audience members who may reside in one or
multiple remote locations.

Self directed study:

It allows learners to progress at their own pace through a set of training materials
such as workbooks, compact disks, or Web based materials, often without the aid of
an instructor.

Self Directed Study Advantages Self Directed Study Disadvantages

Flexible, self paced learning.

Learners must be highly motivated and organized or the effort

can fail.

Opportunities for testing and retesting.

Can focus on certain areas.

Little direct feedback unless supplemented by online feedback

or instructor support mechanisms.

Cost effective and used in many settings. Self directed learners sometimes skip over important concepts.
Reduced need for trained and
experienced instructors.

May be expensive to develop thorough content.

In some cultures, learners are uncomfortable with high levels of
responsibility for their own learning.

Blended learning:
It is a planned approach to learning that includes a combination of delivery
methods such as e learning, self paced study, and performance support such as
job aids or coaching.

Blended Learning Advantages

Blended Learning Disadvantages

Multiple methods to meet learning objectives and

cultural needs.

Methods must be carefully chosen based on strategic

objectives or efforts may fail.

Adaptable to multiple cultural needs.

There may be technology and security constraints to

overcome.

Facilitates both independent and collaborative

learning.

Participants must be organized and motivated to

complete the learning.

Scheduling and facility flexibility.

Lower delivery costs than strategies that rely
exclusively on face to face training.
Array of possibilities for interaction and enhanced
learning

Move coordination required as a result of the use of

multiple methods.
Costs of all strategies must be fully anticipated.
More coordination is necessary.
More time may be required to develop all aspects of
the program

On the job training (OJT):

It is provided to employees by managers and supervisors at the actual work site. It
utilizes demonstration and hands on performance of job tasks to be accomplished.

On the job Training Advantages

On the job Training Disadvantages

Relevant to the job and just in time.

May be difficult to schedule

Relies on and takes advantage of the real

environment.

May be potential safety issues in the real

environment.

Opportunity for immediate feedback.

May be distracting to coworkers.

Applicable for individuals and small groups.

Time and resource intensive.

Subject matter and process experts needed to
demonstrate and provide feedback.

Learning Style

Learning style refers to way individuals take in and process new

information.
The concept is based on the idea that people learn differently and tailoring
the delivery of the information to address those differences will enhance
learning and retention.
Observation and instructor inference about learner behaviors is required in
order to identify the most likely learning style.
Three accepted learning styles or ways of learning are visual, auditory, and
kinesthetic. These styles and their cultural implications are discussed in
next slide.

Implementation
Implementation is the phase of the process where the program is delivered to
the target audience.
It includes:
Pilot program testing
Content revisions
Language and translation
Instructor selection
Logistical considerations.
Announcing, implementing, and supporting the program.

Evaluation
The final phase of the ADDIE model involves measuring the effectiveness of
the training. Evaluation consists of comparing the program results to the
established objectives to determine whether the original needs were met.
Participant reactions, retention of new information, application of new
procedures , changes in behavior on the job, and changes in organizational
performance are all indicators that should be considered when evaluating
training results.
While an important component of the process, evaluation is a step that is often
overlooked by organizations. Training program evaluations can:
Determine whether a program achieved its objectives.
Identify best practices as well as the strengths and weakness of individual
programs.
Help the organization assess the cost benefit ratio of training.
Determine whether the program content and learning methods were
appropriate.
Establish a database of information to assist in future strategic decision
making.

Cultural Implications of Learning Styles

Level

What is Evaluated

Data Gathering Methods

Level 1 Reaction

How participants felt about the

program

Checklists
Questionnaires
Interviews

Level 2 Learning

How participants increased or

otherwise changed their knowledge,
skills, and attitudes.

Post-

measure tests
Pre /post measure tests
Pre /post measure tests with control
group.

Level 3 Behavior

How participants changed their

behavior on the job

Performance

Level 4 - Results

How the program affected the

organizational goals

Cost

tests
Critical incidents
360-degree feedback
Simulations
Observations
benefit analysis
Return on investment analysis
Progress toward organizational objectives.
Performance appraisals

Computing the return on investment on training

After completing all 4 levels of evaluation identified by Kirkpatrick, an
organization may choose to use the data collected at each level to complete
a 5th level of evaluation by calculating the return on investment produced by
the training. This level of analysis is usually conducted only for 10% to 20% of
all training programs because the collection and analysis of data can be time
consuming and expensive.

Computing the return on investment of training involves:

1. Isolating the effects of the training.

2. Converting these effects (benefits) into monetary values.
3. Calculating the costs of the training.
4. Comparing the value of the effects to the incurred costs.

The ROI formula relies on the effects data and the incurred costs as follows:

ROI % = Net Program Benefits * 100 Total Incurred Costs

If the net program benefits are $120,000 and total incurred costs are $100,00:
ROI = $120,000 * 100 Producing an ROI of 120%
$100,000