Training and Development
... ¡V where applicable boosts success with a train-the trainer workshop that focuses on presentation knowledge and skills in addition to training content. The last step is evaluation and follow-up. It accesses program success according to Reaction (document that learners¡¦ immediate reactions to the training.), Learning (use feedback devices or pre- and posttests to measure what learners have actually learned.), Behavior (Note supervisors¡¦ reactions to learners¡¦ performance following completion of the training.), and Results (determine the level of improvement in job performance and access needed maintenance.) Method of Training A variety of instructional methods may be used to train employees. Some of the more commonly used methods are discussed in the following paragraphs. In most training situations, these methods are used in combination. ƒÜ On-the Job Training It is a training method in which trainers are taught how to perform their jobs in the actual job setting. OJT is often conducted haphazardly; in the typical OJT program, a trainee is expected to learn the job by watching an experienced worker and by asking questions. While trainees may be exposed to some useful things, this type of OJB leaves serious gaps in employee learning A successful OJT program should be designed as follows: 1. List all information/skills the trainees need to learn. 2. Set learning objectives 3. Devise an OJT experience that ensures the trainee has an opportunity to observe a competent worker perform each important task of the job 4. When demonstrating a task, the worker should explains the ¡¥how¡¦ & ¡¥why¡¦ to the trainee 5. Give the trainee an opportunity to perform each of the important tasks of the job. Trainee should be provided with sufficient opportunity to practice the task, accompanied with necessary feedback. ƒÜ Apprenticeship training It provided beginning workers with comprehensive training in the practical and theoretical aspects of work required in a highly skilled occupation. Apprenticeship programs combine on-the-job and classroom training to prepare workers for all sort of skilled jobs like bricklayer, machinist worker, computer operator and laboratory technician etc. Quite a number of jobs are in the construction and manufacturing trades, and not to forget occupation in electronics, customer service, and administration, medical and health care. The length of training depends on which occupation and also the standard adopted is determined by the industry. The aim of the training is to learn practical skills of the job. Some subjects covered in the training include mathematics, blueprint reading, and technical courses that are required for certain jobs. ƒÜ Classroom training It is conducted off the job and is probably the most used training method. It is effective on imparting information quickly to large groups with limited or no knowledge of the subject being presented. It is useful for teaching factual material, concepts, principles, and theories. However, classroom instruction is more frequently used for technical, professional and managerial employees. ƒÜ Job instruction training It is a training method that was developed during the World War II. As war-related industries are rapidly expanding, organizations need to have a way that trains thousands of new employees quickly and efficiently. Especially to many of those that had no work experience before. The trainers will start with breakdown of jobs and demonstrate each step of a task. Trainers will then discuss the key points and give suggestions that will help trainees do their job effectively and safely and also provide the trainees with guided practice. ƒÜ Behavior modeling It is based on the idea that workers learn best when they see how a task should be performed and then practice the task with feedback until they are competent. This method is however similar to role playing in trainees that act out situations playing certain roles. 1. Present an overview of the material: This usually consists of brief lecture that describes the objectives of the training and the important of the skill to be learned. 2. Describe the procedural steps: The trainee learns the one best way to handle a situation. Case the role-playing methods, on the other hand, stress a variety of effective ways to handle a situation and do not emphasize any one particular approach. 3. Model or demonstrate the procedural: The trainee is shown a ¡§model¡¨ of how the tack is to be performed correctly. The model is usually presented in the form of a videotape or live demonstration. 4. Allow guided practice These practice sessions begin with simple problems similar to their role play, except that trainees will be given feedback by the instructor or classmates. This forces the trainees to correct the mistake they made when performing their task. 5. provide on-the-job reinforcement To ensure that the managers understand what their employees are learning, managers often use same training programs to help later support of these new behaviors back on the job. ƒÜ Vestibule or simulated training It is technique in which trainees learn on the actual or simulated equipment they will use on the job but are actually trained off-the ¡Vjob. Therefore, it aims to obtain the advantages of on-the-job training without actually putting the trainee on the job. Vestibule training is a virtually a necessity when it is too costly or dangerous to train employees on the job. Simulated training may just take place in a separate room with the equipment the trainees will actually be using on the job, in pilot training, the main advantages of flight simulators are as Safety, Learning efficiency & Cost savings. ƒÜ Computer-based instruction (CBI) In this training, the trainee uses a computer-based system to interactively increase their knowledge or skills. Vestibule or simulated training doesn¡¦t necessarily have to rely on computerization. CBI usually involved presenting trainees with computerized simulations and the use of multimedia including videotapes to help the trainee learn how to do their job. Training within industry Training-within-industry (TWI) programs aim to improve productivity by development the skills of first-line supervisors. It was developed in U.S during World War II. TWI create a multiplier effect by using a standard method in which employees are trained; these employees, in turn, train others to use the method. It¡¥s aim is to improve supervisory skills via three core programs --- Job instruction training, which teaches supervisors the importance of training and how to be an effective instructor. Job methods training, focus on how to generate and implement ideas for methods improvement. Finally, Job relations training promotes better supervisor ¡V worker relations. All programs are structured in the same way: five two-hours sessions made up 10to12 employees who are expected to learn by doing. Ensuring that training is used on the job When a company effectively develops and presents its training program, it has no guarantee that trainees will apply their new knowledge or skills to the job setting. For transfer to occur, the trainees must generalize the learned behavior from the classroom to the job context and maintain those behaviors over time on the job. Trainees¡¦ failure to apply learned material once they are back on the job is partly a function of the work environment, such as productively pressures, lack of supervisory support, and pressure to do the job just like everyone else. Company can use these following to ensure transfer of training to the job setting i. Overlearning ¡V learning training material so well that it will be long remembered even without frequent practice. ii. Matching course content to the job ¡V it is to ensure a close link between the training and job settings so that the trainees will understand how to learned material can be applied to the job setting iii. Action plans ¡V A plan developed by trainees at the end of a session that indicates the steps they will take on the job to apply the new skills. iv. Multiphase training program ¡V A training program administered in several sessions in which trainees are given ¡§homework¡¨ that required them to apply that lesson back on the job and to discuss this experience during the next training session v. Performance Aids ¡V include checklists, decision tables, charts, and diagrams that the trainees use for guidance back on the job. These devices trigger trainees¡¦ responses when they attempt to apply their newly learned behaviors on the job Determining whether Training programs are effective In order to assess the effectiveness of their companies¡¦ training program, HR professionals engage in training evaluation. Should a company fail to properly evaluate the training programs; they would not be able to know if the programs have meet their requirements. And the company may wrongly terminate an effective program or continue to use the program without knowing that it is ineffective. But if the HR professional are able to present supporting proof from the evaluation that the training program is meeting the company¡¦s requirements, then they maybe able to continue secure funding for it. Small business applications Training is very important to the small firms because so much is riding on a relatively few employees. They should develop their training program by this practical procedure: First, they have to write down their training objective (Set Training Objectives). Second, is writing a detailed job description, which is the heart of any program. It should list the daily and periodic tasks of each job, along with summary of the steps in each of the main tasks. Third (develop an abbreviated task analysis record form), the small business owner can use this which containing 4 columns. a.) list tasks; (including what is to be performed in terms of each of the main tasks). b.) list performance standards; (in term of quantity, quality accuracy. c.) list trainable skills required, things the employee must know or do to perform the task. d.) list aptitudes required. These are aptitudes that the employee should have to be trainable for the task and for the task and for which the employee can be screened ahead of time. Forth (develop a job instruction sheet), which develop a job instruction sheet for the sheet for job. A job instruction training sheet shows the steps in each task as well as key point for each. The last, prepare training program for the job. Organize a plan for the training program; it should include job description, abbreviated task analysis record form and job instruction sheet. It should also have a summary of the training¡¦s objectives and a list of trainable skills required for the trainee. In a separate plan, introduce the job along with an instruction sheet and explanation of how the job works with other jobs in the company. A decision on which media to use for the training has to be make. A simple yet effective on-the-job training program uses current employers or supervisors as trainers and requires only the materials mentioned above. But with smaller companies, things are different. To save on training programs, they would enter into cooperative agreements with other firms in their geographic areas. For example, should a company with eight staff that needs time management training and another one staff that is from a different company across the road that needs th...