senior worker, a tutor, can assist representatives with understanding the organization and gain openness and perceivability to enter people in the company. ● Anall-around prepared, dynamic, and exceptionally energetic labour force is essential to any organization. also, the most ideal approach to raise workers to such principles is to put resources into their continuous turn of events. Such representatives not just outcome in monetary advantages to the organization, regarding productivity and execution improvement, they additionally assist with boosting worker resolve and retention. ● Regardless of the advancement approach utilized, workers need an improvement intend to recognize the kind of advancement required, improvement objectives, reasonable methodology, and a way to decide if advancement objectives have been reached. ● For improvement intends to be compelling, the representative, the organization, and the director all have their respective. ● Development is a constant interaction that helps assemble Abilities of representatives and consequently encourages their all-adjusted growth. ● Development refers to an employee’s growth in all aspects. ● The main purpose of any company is to achieve its business goals and keep growing. ● In the Employee development process, you must work with employees to better and polish prevailing skills, and acquire new skills, assuring the Company’s vision and mission in mind. 3.9KEYWORDS Technology Application alludes to specialist's capacity to distinguish freedoms to adjust and use the perfect innovations at the perfect opportunity to meet Authoritative and individuals improvement goals. Pedagogy is the workmanship or practice of instructing that normally alludes to youngsters. Instructional method centres around the abilities educators use to grant information and accentuates the instructor's job. It is stood out from andragogy, the instructing of grown-ups, which centres around the student who is thought to act naturally coordinated and roused to learn. See likewise andragogy. Succession Planning is the precise cycle of distinguishing, assessing, and creating faculty who can possibly accept initiative or crucial situations upon the renunciation, end, move, advancement, or passing of an incumbent. Talent Procedure and Management are the practices used to assemble an organization's way of life, commitment, ability, and limit through the usage and 51 CU IDOL SELF LEARNING MATERIAL (SLM)
incorporation of ability procurement, worker improvement, maintenance, and arrangement measures, guaranteeing these cycles are adjusted to hierarchical goals. Performance Improvement is an all-encompassing and efficient way to deal with meeting authoritative objectives by recognizing and shutting human execution gaps. 3.10 LEARNING ACTIVITY 1. Your manager wants you to create a one-page form for development planning. create the form and provide a rationale for each category you include. ………………………………………………………………………………………………… …………………………………………………………………………………………………. 2. How do you keep employees updated with current developments and ideas about business training? ………………………………………………………………………………………………… …………………………………………………………………………………………………. 3.11UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. Define meaning of development and importance of development. 2. State the importance of employee development program. 3. Explain employee development area. 4. Explain objectives of management development program. 5. Definemanagement development. Long Questions 1. Explain various stages in management development program. 2. How is training different from development? 3. Describe the factors affecting development. 4. List the difference between employee development and management development. 5. Briefly explain the stages of development programs. B. Multiple Choice Questions 1. __________ alludes to the learning opportunities intended to help representatives grow. a. Training b. Development 52 CU IDOL SELF LEARNING MATERIAL (SLM)
c. Education d. All of these 2. _______ is any learning activity, which is coordinated more towards future necessities as opposed to introduce needs. a. Training b. Education c. Instruction d. Development 3. _______________ is concerned more with vocation development than quick performance. a. Training b. Education c. Instruction d. Development 4. Improvement gives __ ____ and _____, which will be useful to representatives in higher positions. a. General knowledge, behaviour b. General knowledge, specific skills c. General knowledge, attitudes d. Specific skills, attitudes 5. Development is concerned more with __________________. a. Immediate performance b. Succession planning c. Career growth d. All of these Answer: 1 b) 2 d) 3 d) 4 c) 5 c) 3.12REFERENCES Textbooks Raymond Noe, Employee Training and Development, McGraw Hill. 53 CU IDOL SELF LEARNING MATERIAL (SLM)
Noe, Raymond A., and Amitabh DeoKondwani, Employee Training and Development, Tata McGraw Hill. Reference Material Rolf, P., and Uday Pareek, Training for Development, Sage Publications Pvt. Ltd. Elaine Biech, 2015, Training & Development For Dummies, Wiley Publications Julie Dirksen, 2015, Design for How People Learn,,Pearson Education Websites www.imd.org www.siritech.in www.businessmanagementideas.com 54 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT - 4: OVERVIEW OF TRAINING AND DEVELOPMENT SYSTEMS STRUCTURE 4.0 Learning Objectives 4.1 Introduction 4.2 Training and Development Policies 4.3 Training Process 4.3.1 Identifying Training Needs 4.3.2 Establishing Specific Objectives 4.3.3 Designing a Training Program 4.3.4 Implementing Training 4.3.5 Evaluating Training Results 4.4 Relationship Between Training & Development & Business Strategy 4.5 Requisites of Effective Training 4.6 Summary 4.7 Keywords 4.8 Learning Activity 4.9 Unit End Questions 4.10 References 4.0 LEARNING OBJECTIVES After studying this Unit, student will be able to: Explain the organizing training department for effective training. Frame the training and development policy to work smoothly. Ensure that training and development strategy is in sync with organizational strategy. This is of utmost importance. Explain organizational analysis for training which is needed for effective training. 55 CU IDOL SELF LEARNING MATERIAL (SLM)
4.1 INTRODUCTION Training and development refer to programs designed to help improve processes and performance of both the individual employees and the company as a whole. Training and development are terms, mostly used together but are very different in the realistic approach. Generally, training programs have specific goals for a particular topic and audience. It may include learning how to operate a specific piece of equipment, or training on processes and procedures in the company, or learning how to apply certain rules to specific situations of the company. Training is an important part of the overall strategy of growth, process improvement, attraction and retention of employees. Looking at it the other way, the emphasis of development programs is to concentrate on broader skills. The objective is to utilise the skills in various scenarios such as decision making and leadership skills including the need for goal setting as well as communication skills. Moreover, development programs revolve around reinforcing broader skills to use in various situations. Training and Development (T&D) is one of the important functions that an HR performs. Most companies consider T&D as a vital part of activities involving development of human resources. The 21st century has witnessed intensified focus on these activities by companies across the globe. Many companies have allocated training hours per year for employees because technology is deskilling employees at an increased rate. But here most people ask the following: One – What is training and development? Two – Is T&D critically important for a company to survive? Can a company sustain itself without Training? Three – Are both, training and development same or different? Training is an attemptaimed to enhanceor cultivatesupplementarycapabilities or abilitiesin employeesin the role they are presently managing to surge their performance or efficiency. Technologically, training includes changing tactics and abilitiesof a person and the result is advancement in the behaviour. An effective training is a planned activity, which is conducted after a thorough need analysis anddirected at certain proficiencies. One must note that, trainings must be organisedin anenvironment congenial for learning. While designing a training program, one must always consider both, the organizational and individual goals. One might not synch the two, but capabilitiesmust selectin a way that a win- win situation prevails for Employees and the company. 56 CU IDOL SELF LEARNING MATERIAL (SLM)
Normally, companies prepare their training calendars at the start of the FY, where training needs are identified. This need identification is termed as ‘training need analysis’ and it is a part of the performance appraisal process. After need analysis, companies decide the number of training hours and training intervention. These details are tactically extendedover the next FY. 4.2 TRAINING AND DEVELOPMENT POLICIES The company’s training and development strategy are created in accordance with its general vision and procedure. It mirrors a confidence in building up all lasting and brief representatives, regardless of whether utilized on a full-time or low maintenance premise. It depends on the accompanying principles: The company considers its labour force as a resource and cost consequently make speculation on the asset. The company has a standpoint that its employees have the potential to grow in their respective roles professionally and personally. Hence makes efforts to nurture the employees in the areas of personal development and their growth. The company considers training and development is principal in the event that it needs to thrive in business. This being the condition interests in Preparing and Advancement for the employees. The company is of the assessment that both organization and workers have equivalent duty to the extent preparing and improvement is concerned. The company looks for those employees who are willing to take ownership of their own development but under the guidance of managers. The organisation perceives that its line managers can play a significant role in the development of its human resources. The company will guarantee that proper methods stay set up so exercises like arranging, conveying, and assessment of preparing and advancement can be completed with ease. Thus, organisation regularly reviews its overall level of investment in staff training and development to make sure that adequate and appropriate resources are provided. Again, company develops plans to carry out various activities of training and development in compliance with the industry standards and maintains a symbiotic relationship with the concerned bodies. Since the business environment is very competitive, employees have the responsibility of updating their skills and acquiring the latest skills so that they can better contribute to a company. Further, companies always vie for employees remaining confident in enhancing efficiency and work output including the ways for sharpening the skills for personal development for attaining success. 57 CU IDOL SELF LEARNING MATERIAL (SLM)
Scope This policy is applicable to who are discharging their responsibilities as permanent and part- time employees for the company. Employees who are working on a contract basis either short term or temporary can attend training provided their managers gives the nod. However, this policy is not applicable to supplementary employees such as contractors and consultants. Policy Elements Policy in turn actually urges employees and managers at various levels of hierarchy including Human Resources (HR) to initiate collaborative action to develop a culture of a Continuous Professional Development (CPD). Therefore, employees should come forward and voluntarily participate to learn many new things to perform better in their capacities. Likewise, there is an onus on the part of managers to train their respective teams to find out the best development needs required for the employees. Once this aspect is sorted out, it is the responsibility of the HR to ensure the concerned employees get the development activities they deserve. What is meant by Training and Development? Have a look at the following types of training that are crucial and imparted to employees in general. Formal training (at an individual level or corporate) Coaching and mentoring for employees Participation in various conferences On the-job training Job shadowing And job rotation As per the provisions of learning and development, arrangements can be made to procure educational materials so that employees can go through those in the form of news and recent articles relevant to the job. All these efforts yield in sharpening the skills of the employees at various levels so that they can contribute enormously to the company. However, there are two conditions as far as the subscription of relevant materials to the job is concerned: The subscribed educational materials must have relevance to the job. Predefined fees should be limit set per individual. However, it excludes software licenses or related tools required to perform the job. Individual Training Programs 58 CU IDOL SELF LEARNING MATERIAL (SLM)
As per the provision, employees having served more than four months are given the opportunity to be a part of external Training programs either personally or in a group. There is a budget allocation for training for each financial year. However, it is subjected to review every year. Employees need to attend the training but can’t abstain from it for more than ten days in a year. There is no limit to attend a certain number of training programs. Even they could attend multiple training programs but within a budget limit and a specific number of days. If the employees are willing to attend the training programs beyond the specified limit, then the company won’t bear the cost. Further, they have to complete the training within the allocated Paid Time Off (PTO). Otherwise, they have to show evidence of attendance proof. In this scenario, the concerned company takes a call on whether to give training to employees or not. Because there are a budget and time limit to attend and accomplish the training for which it is assigned. If it is identified that employees need training, then the cost is borne by the Company. Hence the priority is given to the needs of employees and how their skills can be upgraded. Thus, employees and managers need to consider various training requirements such as workshops, lectures and e-learning. Corporate Training Programs Experts in the field of corporate training programs at times are assigned the task of imparting training to the employees. The company pays all the training expenses. Have a look at a few instances of training and development for the managers: Training on equal employment opportunity for all employees Leadership training Diversity training. There is one more training that helps managers to deal with conflicts among the employees recognized as conflict resolution training. This category of training also involves training by internal experts and managers. Have an insight into the kinds of training delivered in this regard: Training for the newly joined employees Training to various teams to overcome the various issues of a company (like e.g., new systems/ or policy changes) Training to employees to make them ready for working at higher levels. One advantage here is that employees who intend to attend the training are not required to pay anything nor use the allocated leave. Employees will not have to pay or use their leave for these types of training. Nonetheless, training attendance records might matter. Other Types of Training 59 CU IDOL SELF LEARNING MATERIAL (SLM)
There is no end to training for employees and managers, each one is meant for learning and sharpening the skills. It is expected that the employees come forward and urge managers to give them proper direction for effectively discharging their work responsibilities. In the same vein, managers too should initiate talks with their superiors or personnel at the higher level of hierarchy to mentor them. Therefore, the onus lies on both employees and managers to identify the best suitable ways for enhancing CPD. To start with, they can opt for training like: Experiment with job rotation Job shadowing Related on-the-job training They can attend these types of training even while discharging their daily activities. Moreover, employees are also motivated to use their professional rights of learning at their convenient pace by requesting various educational materials and their sources to access a predefined budget. General Guidelines As per the training policy, all the eligible employees are given opportunity to participate in the training irrespective of their rank and file in the organisation. To measure the success of training, managers need to assess it with certain parameters. Records for referring whenever required and opportunity to excel are taken into cognizance. The development effort for employees is given priority but within a limited budget and time frame. The objective is to meet the expected business needs. Another way for employees to train themselves whereby they have to study a lot of relevant sources by virtue of which they can identify suitable ways to implement the skills and knowledge while working. Therefore, employees are inspired to utilise the training budget and time in the right perspective. Procedure There is a procedure laid down favouring training requirements for the employees willing to participate in training sessions if it is given by somebody from outside the organisation. To attend training sessions or conferences, employees or the concerned team leaders must provide valid reasons for getting trained. Once the need for training is sorted out, then the employees as well as team leaders must contact the HR with a proposal. Each organisation has its specific form in this respect, and it needs to be filled appropriately. Then the HR goes through the proposal and makes an estimation on the budget to be allocated. 60 CU IDOL SELF LEARNING MATERIAL (SLM)
However, HR has the discretion to accept or reject the presented proposal. In case, the proposal doesn’t qualify for approval, then the HR must provide valid reasons to the employees in writing. On the other hand, if the proposal gets due approval node by the HR, then the subsequent emphasis is given on the date of training, venue for training including the accommodation requirements. Generally, training cost is provided by the companies along with the adequate arrangement. However, in certain circumstances, the concerned organisation defers the payment for training directly. In such a scenario, employees have to incur their own cost and send invoices to HR to get the payment in due course of time. As per the invoice report, the HR reimburses the payment. In case the employees unwilling to attend training for any reason need to intimate the HR at the earliest. In this case, they have to bear the brunt of cancellation charges. The usual process for any training is to assess the knowledge gained by the participants in the training. It is conducted mostly through a written examination like MCQ or short notes or oral question-answer session. Hence the employees attending the training have to submit whatever marks or grade awarded to them. On the other hand, the trainees who fail in the examination have to appear in the examination again, but the organisation won’t bear their expenses. Usually, the organisation pays all the training expenses, registration cost including the examination fees. Most likely, other expenses for transportation and accommodation are also paid by the organisation. It all depends on the decision by HR right from the venue booking to hotel reservations thereby all the expenses are covered. If there is any additional expenditure, then the employees need to provide the receipts or invoices if any to be reimbursed. 4.3TRAINING PROCESS 4.3.1 Identifying Training Needs Companies often take a decision to roll out a training and development program after identifying a specific need in the company. The need could be the introduction of a new skill or to update the existing skills of the employees. In the case of employees working on a higher level, the training and development program is introduced to improve their behavioural skills so that it could be useful while working in a team in the company. 4.3.2 Establishing Specific Objectives The final objective of all training efforts is to improve organizational effectiveness. Therefore, an analysis is conducted involving the organisation and its immediate environment. Further, an assessment is carried out to understand in what ways employees can be empowered so that they can work effectively. This effort in turn assists in realizing the effectiveness of the company and this need can be better accomplished through training. Hence the need for training arises and is imparted as per the job specification and qualification of the manpower resources. The first requirement in this respect is to make an 61 CU IDOL SELF LEARNING MATERIAL (SLM)
accurate assessment of training needs. Then only training objectives can be developed for the employees. 4.3.3 Designing a Training Program Once the training program is designed and developed, then it paves way for deciding on the objectives of the course. Subsequently, efforts are required: To develop the exact content for the program. Methodology to be followed. Who is eligible to participate? Duration of the training. Overall, the design of the training program aspects could be categorized as purpose, method, and format. These aspects need to be combined in the right proportion so that a concrete design framework for the training can be developed. Each one has its requirement for which making the right decision is crucial. Then comes the responsibility of what kind of an accomplishment would be accrued through training defines its purpose. The way the training program can be accomplished gives a fair idea about the method. Finally, the contexts and settings of the training to ascertain the format. 4.3.4 Implementing Training The implementation of the training program is crucial considering the fact of its purpose and its benefits. Now the question is whether to approach for an in-house training or the need to coordinate an external agency. When it comes to the implementation of the Training Program, the focus should be given to the training schedule involving various activities to be carried out in addition to the requisite sources such as facilities and equipment. If these needs are put in place, then the delivery of training kicks off with a launch date for which promotional activities are also carried out. Participants in the training remain under the surveillance of superiors or managers because its effectiveness would yield positive results. This is how training is implemented once its inception comes to fore. 4.3.5 Evaluating Training Results Evaluation of training is a must because its effectiveness will have a positive impact not only on the employees but on the organisation, they serve for. During an evaluation, the benefits coming out of the training is assessed. The reason is that employees will implement the learning outcomes while at work. Moreover, there is a social and financial implications attached to it. So as a part of evaluation requirement, feedback is taken from the participants to evaluate the success of the training program. It has been observed that generating a training program is not an issue, rather its evaluation counts from the viewpoint of takeaway points by the employees. Every training program that is delivered costs a certain amount to an organisation. It should be conducted within a limit and therefore efforts should be made to 62 CU IDOL SELF LEARNING MATERIAL (SLM)
curtail the unnecessary expenditure. Then only a better return on investment for the training can be realized. 4.4 RELATIONSHIP BETWEEN TRAINING AND DEVELOPMENT AND BUSINESS STRATEGIES Companies need to link training programs to Specific, Measurable, and Achievable, Realistic and Time Bound goals or the so-called SMART goals. It is a proven method for ensuring that Organizational goals are met. To further explain these goals, Training programs should be designed with the intention of attaining specific goals; it could be technical or to improve the soft skill of the employees. Because the fact of the matter is that a proper training and development program has the potential to shape the business strategies in the right direction. Mission Statement It should be highly taken into cognizance before the alignment of training and development to the company's business strategy. It becomes pertinent to understand the exact need of an organisation, it wants to achieve. Companies that are operational without having proper mission statements are likely to fail and might remain deviated from the expected business goals. Thus, a good mission statement should be commensurate with a firm commitment to a training and development program. Ultimately, it leads to an increase in the effectiveness of individuals and their contribution, in turn, helps the organisation to reach the next level. Hence, there should be a roadmap for the organisation in place, thereby the training and development initiatives can be put in place. By virtue of this, training is provided to the employees at par with the industrial standard or as per the latest trend in an organisation. Business Strategy Effective training on business strategy is also conducted through numerous activities at an academic level as well as at the corporate level. This is where employees should participate to tap the potential of learning as much as possible and that too under the aegis of an expert having years of experience to his or her credit. This reflects the primary goal involving training and development plan for an organisation, where the intent is to equip the employees with the necessary skills and knowledge so that it would not only get a competitive advantage but also stay relevant to the business objectives. The training benefit in this context can be seen in the department of sales and manufacturing including the employees indulged in the department of logistics. Organizational Needs Today every organisation works in a fast-paced modern environment. Hence the efficiency to accomplish each task matters and that too at a reasonable investment. These challenges can be overcome by imparting training to employees. Training managers at the helm of affairs 63 CU IDOL SELF LEARNING MATERIAL (SLM)
must carry out an analysis of the effectiveness of training on a regular basis. Otherwise, it is a loss of money and resources spent on each training and development program. Thus, assessing the need for the training and the instructional content to be delivered have due significance for an organisation. Human Resources The department of human resources in an organisation plays a pivotal role as far as imparting knowledge to employees is concerned. Unless the employees are trained and skilled enough, an organisation can’t meet its business goals. This is the reason training programs are being offered by HR from time-to-time. It is given either through hands-on workshops or tailor- made training solutions for the managers and leaders so that they can handle their respective departments with efficacy while at work. Additionally, human resources can facilitate specialized classes and programs favouring career Development for all the employees. Professional Development is also highly essential for the existing employees for their growth and to become Leaders in the Company to meet its strategic goals in the future. 4.5 REQUISITES OF EFFECTIVE TRAINING Step 1: Make a Business Case Developing a business case study is highly essential. Because it provides a framework to handle business and provides guidance to all the employees right from the lower level to personnel at higher levels. Why does this need arise? The reason, whenever a new initiative is taken, there could be an error on the part of an employee or a leader and this might lead to deviating from the business goals. This where the case study would guide properly, or it can be considered as a reference for making business decisions. After all, companies are in business to mint money. Therefore, for initiating any new training program, expenditure should be taken into consideration because it has an impact on the value of a business. Step 2: Develop Objectives and Learning Outcomes Objectives and learning outcomes reflect on what kind of knowledge the learners are able to grab after the training. The success of training depends on the Learning outcomes, i.e., whether the outcomes have the potential to enhance work performance. Then only training should be provided with the anticipation of implementing the outcomes in the right perspective. This is the reason, both the Training Objectives and Learning outcomes need to be aligned from the viewpoint of the position and competency of the employees, i.e., it must be in accordance with the mission statement and business goals of an organisation. Step 3: Develop Content and Instructional Design Every training has its training material and tools. Therefore, the need is to develop a contextual content with respect to the nature of training followed by a proper instructional 64 CU IDOL SELF LEARNING MATERIAL (SLM)
design. The person who is going to deliver the training must refer to the content and instructions as developed in this regard. Here the content is developed with respect to various business scenarios. Means this study is scenario based which will give a proper understanding to the participants on how to handle specific business issues. Therefore, this kind of training is given both through online education as well as practical, i.e., hands-on-training. Training through this method is touted to be far better than conventional classroom learning. This being the reason, the focus is given on the on-the-job Training. Hence there should be a clear-cut instruction. Besides, there are many delivery methods like videos, webinars, and videoconferencing; all are basically Internet sourced Training tools. Step 4: Identify Internal and External Resources There are two ways to deliver training. One is through using in-house resources. Another is through a consultant not belonging to the Company, i.e., external source. When it comes to training by in-house trainers, the cost of the training is minimal. Because there are trainers who work on a fixed salary. Another advantage is employees can be imparted training in a flexible manner as and when required. Moreover, the repo between the employees and a trainer remains positive as they know each other. In one way, the success rate of training is better. Still, some organisations in certain case prefer to train their employees from an external source. The concerned trainer is selected on the basis of skills like communication potential and expertise over the subject. The external trainer might provide better insights during training. However, the issue here is that the external resource might fail to understand the pulse of employees and what kind of issues they encounter on a daily basis. Further, the external trainer might fail to understand the exact working culture of the company. These are being the reasons, the training given by the external source might not be so effective, but it matters to a company in one form or another. No doubt both internal and external sources training have relevance to the company. Step 5: Develop Education and Training Material Each training has its educational materials, and it should be developed in alliance with the learning outcomes. The developed learning materials must have the potential for the learners to implement in their workplace. In this case, the role of an instructor is significant, and he/she must take into cognizance the needs of the participants in the training. Further, the instructor must have insights into the company culture so that the training can be delivered successfully. There is a way to learn on the part of the participants attending the training. The way adults learn differs from young students. This is the reason the instruction materials should be developed accordingly depending on who is going to attend the training. 65 CU IDOL SELF LEARNING MATERIAL (SLM)
Step 6: Transfer Knowledge and Skills It is expected that the learners are capable of implementing the knowledge and skills gained at the workplace. However, there could be barriers to implementing their skills. If there are barriers or hindrances of any kind, it should be identified and resolved so that the training program would be successful. Importance should be given to supportive programs involving tutoring and coaching to employees by their managers and supervisors. The overall effectiveness of the training program can be enhanced provided if the new skills gained by the participants in the training are subjected to observation at the workplace. Step 7: Evaluate the Effectiveness Evaluating the efficacy of education and training is a must. It is done through various measurement parameters. Every training has something for the participants. Whether the participants are satisfied with the training or not also matters. They can be asked regarding the takeaway points. It can be measured by conducting a written test or orally asking questions. Skill development of the employees can be measured. It is done through job observation, whether they are using the skills gained in the training or not. It is mostly executed by instructing the participants to fill the evaluation forms post training. In addition to the above, there are various complex methods used to evaluate participants in the training like lagging indicators. For instance, the employees in an organisation are given safety training. The expectation is to minimize workplace incidents. If the workplace accident gets reduced post training, then it can be stated that the training is very effective and has met the objective. Step 8: Undertake Continuous Improvement There is no end to improve. Employees always have the scope for improvement. It is realised by updating skills for which employees should be provided with the necessary education materials and any research study carried out in this regard. Then only the employees will perform better in practice. Most of the time, the learning is measured in terms of the value of results obtained at the workplace. The findings or the outcome of the evaluation process should be used to ensure meaningful changes are done to obtain the desired learning objectives. It should be implemented both in terms of content for the training as well as for instructional design. 4.6 SUMMARY There are various organisations providing training and development programs as per their requirement. The major purpose is to enhance professional growth as well as personal growth. 66 CU IDOL SELF LEARNING MATERIAL (SLM)
When it comes to workplace skill and human skill like communication and maintaining a balance at the peer level and the higher level, all the employees are not up to the mark. They have their inherent weakness. This is where the weakness or liabilities of any kind can be overcome through a suitable training program. The training has the potential to strengthen the skills of employees. As a result, the employees become smarter, and the skills gained during the training are easily implemented. This is how the organisation grows and strengthens its position in the competitive business environment. Every organisation carries out a cost-benefit analysis to ascertain the financial benefit accruing through Training. The need on the part of an organisation is to develop a Training plan and make efforts to train employees so that they can translate the skills gained through training in alliance with the vision and mission goals of an organisation they work for. Experts in the field of corporate training programs at times are assigned the task of imparting training to the employees Training and development refer to programs designed to help improve processes and Performance of both the individual employees and the company as a whole. Training programs have specific goals for a particular topic and audience. The company’s training and development policy are developed in line with its overall vision and strategy. 4.7KEYWORDS Organizational Development (OD) is the way toward building up an organization so that it's more successful in accomplishing its business objectives. OD utilizes arranged activities to build up the frameworks, constructions, and interaction in the organization to improve effectiveness. Mind-mapping is an innovative, merging strategy that puts together considerations and thoughts in spreading subcategories around one focal topic. Needs Assessment is a cycle for recognizing and estimating the disparity between current conditions and wanted conditions. Learning Modality is how data is gotten through the five detects: hearing, seeing, smelling, tasting, and touching. Performance Management is the continuous correspondence measure among directors and representatives to set up assumptions that help achieving the 67 CU IDOL SELF LEARNING MATERIAL (SLM)
Organization's essential destinations, including explaining assumptions, setting goals, giving input and instructing, and exploring results. 4.8 LEARNING ACTIVITY Mr. Shrikant is a senior manager of a reputed manufacturing company engaged in manufacturing wooden furniture for more than 35 years. He has 25 employees in his department working under him, all of whom are skilled and efficient in their own way. . For as far back as 3 years the market for the organization's merchandise has been consistently developing and most of his staff have met the changing assumptions for clients. In any case, one representative specifically, Gopal, has not stayed aware of the speed. Gopal has been with this organization for more than 20 years and is currently 56 years of age. He is a cordial man and is preferred by the entirety of his friends as he continues propelling them with his inspiration and experience. The organization has consistently considered Gopal reliable and steadfast. As the years progressed, he has been considered a resource for the Organization, however at 56 years old, he has gone into a period of semi-retirement. Gopal's profitability has eased back down as he can't learn and acknowledge new strategies that have become the need of great importance of assembling organizations. Shrikant wishes to change the present circumstance. He needs to spur Gopal by training him new assembling procedures so his effectiveness coordinates that of his more youthful companions. To do this Gopal should start to accomplish something other than put in his energy. In contrast to most of new representatives, Gopal is an elderly person, who inside a couple of years will arrive at the period of retirement. Shrikant attempts to persuade Gopal however found that he is hesitant to change his behaviour. 1. How will you identify the need of imparting special training to Gopal to match company’s requirement? ………………………………………………………………………………………………… …………………………………………………………………………………………………. 2. What can be done to build Gopal’s interest in learning new techniques of designing and manufacturing? ………………………………………………………………………………………………… …………………………………………………………………………………………………. 4.9 UNIT END QUESTIONS A. Descriptive Questions 68 Short Questions 1. Define scope and policy elements. CU IDOL SELF LEARNING MATERIAL (SLM)
2. Write a short note on training policy. 3. Why is it important to link training and development to company’s Strategy? 4. How to organize training department of the company. 5. Give an overview of training and development system. Long Questions 1. Describe principles of training and development policy. 2. Discuss the relationship between training and development and business strategies. 3. How is Individual training programs different from corporate training program? 4. Which are the important requisites for developing an effective training? 5. Give an overview of training and development system. B. Multiple Choice Questions 1. Major steps to organizing a training department are_______________. a. Assessing the damage b. Designing a plan of action c. Implement the plan d. All of these . 2. Pick which of coming up next is an advantage to the individual while getting training? a. Creates a fitting environment for development, communication b. Aids in expanding efficiency and additionally nature of work c. Satisfies the individual necessities of the trainee d. None of these 3. _________ looks to inspect the objectives of the organization and the patterns that are probably going to influence these goals. a. Organizational Support b. Organizational analysis c. Person analysis d. Key expertise capacities analysis 4. Which of the following is method of on-the-job Training? a. Group discussion b. Job instruction c. Role play d. Case Study 5. Which of these is an off - the - work preparing method? 69 CU IDOL SELF LEARNING MATERIAL (SLM)
a. Television b. Job rotation c. Orientation Training d. Coaching Answer: 1 d) 2 c) 3 b)4b) 5 a) 4.10 REFERENCES Textbooks Raymond Noe, Employee Training and Development, McGraw Hill. Julie Dirksen, 2015, Design for How People Learn, Pearson Education. Reference Books Blanchard, P. Nick, James W. Thacker and V. Anand Ram, Effective Training: Systems, Strategies, and Practices, Dorling Kindersley (India) Pvt. Ltd. Blanchard, P. Nick, James W. Thacker and V. Anand Ram, Effective Training: Systems, Strategies, and Practices, Dorling Kindersley (India) Pvt. Ltd. Elaine Biech,2016, The Art and Science of Training, American Society for Training & Development. Websites www.theintactone.com www.thesafetymag.com www.smallbusiness.chron.com 70 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT - 5 ROLE OF EXTERNAL AGENCIES IN TRAINING AND DEVELOPMENT STRUCTURE 5.0 Learning Objective 5.1 Introduction 5.2 Role of External agencies in Training and Development 5.2.1 Reasons of Outsourcing Training 5.2.2 Stages of Training Outsourcing 5.2.3 Advantages 5.2.4 Disadvantages 5.3 Summary 5.4 Keywords 5.5 Learning Activity 5.6 Unit End Questions 5.7 References 5.0LEARNING OBJECTIVES After studying this unit, student will be able to: Explain the importance oftraining and development agency. State the how training aligns employees with the company’s requirements. Explain advantages and disadvantages of outsourcing training. Elaborate qualities of good training agencies to cater to different industries. 5.1INTRODUCTION The objective of these agencies is \"Change of abilities and information to shape the vision\".India assumes a colossal part in the worldwide economy with the quality and genuineness of their work on a consistent ascent. Consequently, openings have expanded immensely for work searchers, experts and business visionaries. Because of steadily changing and dynamic climate, it has gotten very fundamental to smooth out the gifted potential and convert them to the capable labour force for the organization. The test which the experts or occupation searchers face on occasion is to discover the way to employment. 71 CU IDOL SELF LEARNING MATERIAL (SLM)
Training teaching method helps in the reception of the corporate culture. They handle the whole Learning pattern of the representative beginning from investigating the necessities, setting up the timetable, determination of Preparing content, searching for the best reasonable Preparing technique, leading the meetings, assessing and estimating the result. They set up the individual to play out their jobs and approve the abilities appropriately. Projects are planned such that it creates and works upon all the concerned areas. There are organizations which have practical experience in the accompanying training: Leadership skills Behavioural skills Communication skills Sales skills Human Resources Emotional Intelligence Customer Service Stress Management Technology Information Technology Time Management Business Etiquette They help to improve business profitability and upgrade youth employability. These organizations continue refreshing themselves as indicated by the market patterns and exploration well to search for new Preparing techniques. These organizations uphold the people by improving them with different abilities which contribute towards their thorough Turn of events and development. They watch out for the hierarchical goals. Training organizations are generally recognized for their quality and norms. They centre around getting the outcomes by centredlearning. These organizations offer a wide range of abilities and information. It is very difficult to plan the preparation module according to the business goals. They emphatically influence the individual by moving them taking all things together the viewpoints by leading workshops to arrive at the expert levels. The point is to set up and redesign the abilities for achieving excellence. Training programs are altered so that they give arrangements and backing the individual. They go hypothesis to reality through trial arrangements. These organizations are resolved to create individuals capacities and empower them to meet their goals. They contribute their chance to create 360-degree preparing projects to develop the abilities, dominate and acquire a serious edge. This assists with developing a group of dynamic players and a peaceful staff who work in concordance with one another with a positive methodology and a typical goal. 72 CU IDOL SELF LEARNING MATERIAL (SLM)
5.2ROLE OF EXTERNAL TRAINING AGENCIES IN TRAINING PROCESS Outsourcing alludes to the utilization of an external organization (an outside administrations firm) that assumes total liability and control of some preparation or improvement exercises or that assumes control over all or the vast majority of an organization's preparation, including organization, plan, conveyance, and development. Business measure re-appropriating alludes to the revaluating of any business interaction, like HRM, creation, or preparing. Review results recommend that marginally the greater part of all organizations re-appropriate guidance. Not exactly half rethink a few or the entirety of the duty regarding creating redid preparing substance and courses. For what reason would organizations re-appropriate preparing? A portion of the reasons are cost reserve funds; time investment funds that permit an organization to zero in on business technique; upgrades in consistence and exactness in preparing ordered to conform to government, state, or nearby principles (e.g., security preparing); the absence of capacity inside the organization to fulfil adapting needs; and the longing to get to best preparing rehearses. A few organizations pick an extensive methodology, revaluating all preparation exercises. For instance, consider the re-appropriate supplier Accenture Learning Business Interaction Revaluating. Accenture Learning works Avaya College for Avaya, a worldwide pioneer in correspondence frameworks, applications, and services. Accenture helped Telstra, Australia’s leading telecommunications and information Services Company, develop self-paced e-learning, as well as virtual instructor-led training and podcasting to provide learning opportunities to its geographically diverse workforce. Although some companies are beginning to outsource and the trend appears to be growing, most companies outsource only smaller projects, not the complete training and development function.Two reasons that organizations don't re-appropriate their preparation are (1) the failure of re-appropriating suppliers to address organization issues and (2) organizations' craving to keep up power over all parts of preparing and improvement, particularly conveyance and learning content. Table underneath shows a portion of the inquiries that ought to be viewed as when an organization is concluding whether to rethink. Any choice to revaluate preparing is complex. Training functions that do not add any value to the company are likely candidates for outsourcing. Many companies have training functions that add value to the business but still may not be capable of meeting all training needs. Training could be internal as well as external. Internal training is easy and economical. But one cannot have expertise in every area. External agencies need to be called sometimes to benefit from their new content, new thinking, and new experiences. At the same time, one needs to redefine Objectives very clearly in a precise and crisp manner when an outside agency is invited. Only then the value 73 CU IDOL SELF LEARNING MATERIAL (SLM)
of the rupee is received back. The external agency has many advantages in assessing the persistent issues within aCompany while the internal department will have unwanted influences, biases, and one-sided opinions to the issues. For example, a company that has a strong skilled training function, values training, and views it as important to the business strategy probably doesn’t need to outsource its entire training function. However, that company may turn to outsourcing providers for special training needs beyond staff capabilities or for certain training content that changes rapidly. Consider the case of Texas Instruments (TI). TI contracted General Physics (now known as 6P strategies), a training outsource provider, to conduct all its open-enrolment courses for professional development and technical training. These courses are offered often by TI in areas in which knowledge changes quickly. As a result, these courses were seen as the best candidates for outsourcing, and TI wanted to achieve cost savings by outsourcing them. TI is still in charge of its customized professional development offerings. In the outsourcing agreement, TI was careful to include contract language that allowed it to raise and lower the amount of training that it was buying as needed. Given the cyclical nature of the semiconductor business, the ability to raise and lower the amount of training, yet still keep customized programs that add significant value to the business, was an important reason that TI decided to outsource some of its training programs. Research suggests that company satisfaction with the outsourcing of training and development depends on company-supplier trust (e.g., managers of both the company and the outsource provider are loyal to each other and look out for each other’s interests) and the specificity of the contract (e.g., whether the contract clearly outlines responsibilities). Role of External Agencies in Training and Development: Building Capabilities: One approach to see preparing and advancement is through the improvement of human ability in nations moving from state-possessed to privatized economies. This moves requests that people can affirm their own unrestrained choice, for example, by possessing a business. Public area preparing empowers representatives to regulate the advancement of private organizations of these nations. Government laborers become accomplices with personal Entrepreneurs offering restricted guideline so an unrestricted economy can develop. Succession: Preparing and Improvement likewise plans individuals to assume control over open area occupations when individuals leave all alone or upon retirement. Every open organization should get ready pioneers to expect control when Administration is inadequate. In the event that an office initiates administrative roles outside the Organization regularly, the hierarchical culture will change under new leadership. Innovation: Preparing and improvement exercises likewise assist a public Organization with creating imaginative answers for address inward predicaments. As 74 CU IDOL SELF LEARNING MATERIAL (SLM)
such, representatives and administrators in an organization need some level of adaptability in arranging how to oversee work errands. Working in groups, these representatives can decide one-of-a-kind answers for issues without following a similar model as another administration agency. Knowledge Base: Preparing and advancement schedules normalized all through the organization become a piece of its information base. Each time another representative joins another office, he/she will require a preparation and improvement plan which incorporates what normalized and concentrated courses he/she should take to turn out to be completely ready for the position. An employing chief or HR expert will archive changes in a preparation and improvement plan that assists a person with adjusting a job. 5.2.1 Reasons for Outsourcing Training So why are companies spending more with external suppliers than they did last year? It has a lot to do with the idea that corporate executives do not want to go back to the old way of managing training. They are looking for real change and finding ways to leverage better the money they spend on training. Here are the top 10 reasons why companies are presently opting to work with their experts from external vendors or companies and complete their Training activities and that too in an evolving market. Leverage the Cost of Technology:A wise decision that training professionals take while starting their setup is to purchase user licenses for an LMS or LCMS. Why do we say that? That's because, it is cost effective to procure licenses but expensive to design and build an LMS from scratch. Training is Not Core to the Business:For companies, whether, large, medium, or small, training is essential. But it is cumbersome to develop, manage and deliver training. It deviates people from their core activity. Companies involved in this activity earn their bread and butter by doing this and they are good at it. Revenue Generation:Isn't this a great idea? Utilize training to earn money! Professionals and mature companies have learned and understood that Training can be a source to earn money and their intellectual property has a price tag in the open market. So, they leverage another company with the expertise in marketing, selling and delivering training to their employees, masses, or any target audience, and generate another source of income. Are you still thinking if this is a good idea? Think again after checking the business model of giants like, Cisco, Microsoft, RedHat, and others. Mitigate Risk:A simple way to avoid failures is to get trained and then act. This enables companies to protect themselves by getting sued if they do not give the right Training to their employees. In other words, if a company fails to give the right training to the 75 CU IDOL SELF LEARNING MATERIAL (SLM)
employees at the right time, they are exposing themselves to the dangers of being sued if an employee gets injured or if an earth-shattering failure happens. To sum it up, training minimizes a lot of risk. And utilizing the services of the right training company can help avoiding such unwanted costs. You may say thattraining is similar to insurance. Improve Scalability of Resources:Managing a training division within the company needs people of different abilities and knowledge. Also, training is not a fixed activity. It varies according to the prevailing situations. An external training partner provides the required flexibility and enables delivering training as a company needs. That's not all, it enables a company to manage their demand for training. Working with an external training partner makes sense when a company hires employees in greater numbers within a short span. Leverage Channel Relationships:If you are a company that deals in software products, it would be a million-dollar idea to work with a recognized IT training company and let them manage the marketing and delivery of your required training. It may interest you to know that the IT training industry is a seasoned channel market and companies like Global Knowledge, New Horizons, Kaplan IT, Learning Tree, and others, have an impactful channel for IT experts. Again, as a company, you get two advantages: Ease of sourcing and generate new revenue stream. Speed to Market:Launching a new product in the market largely depends on training the resellers on efficiently selling or servicing the product. Working with a Training Company capable of doing this may enable a Product Company to reach a large set of Customers at a faster rate and without ramping up its employee strength. Geographic Reach – For this we have an example. When General Motors decided to launch their cars for people in China, it was imperative for them that their employees, technicians and sales agents in China are trained. Without a doubt, it prevailed greater sense to hire services of a training company with resources in China and more importantly who was familiar with the Chinese culture. It would have been a blunder if General Motors would have opted taking their employees in the USA to China to train their Chinese counterparts. Also, it is not necessary that they use a Chinese Training Company. It can be any training company that fits the bill with resources in China. Access to Talent:Generally, people say that, there isn't a company that possesses all the knowledge they need to be successful. So, it is mandatory to work with experts who can train the employees on doing a new thing to their company. This act of working or hiring an external consultant is termed as outsourcing. Reduce Costs:The top reason why companies take the outsourcing path to train employees, because it helps them reduce expenditure.The top reason why companies take the outsourcing path to train employees because it helps them reduce expenditure. If this weren’t the case, no company would have taken this path. Managing trainings and managing costs always go hand-in-hand. 76 CU IDOL SELF LEARNING MATERIAL (SLM)
5.2.2 Stages of Outsourcing Training Internal Assessment: Before looking to the external market for possible suppliers, the buying Company must conduct an internal assessment regarding what activities should be included in an outsourcing model. More often than not, this is one of the most difficult steps, as it might include combining distributed training functions, the leadership team to head the outsourcing tasks, and creating a project plan. Рrороsаl:After freezing on outsourcing as a potential strategy, outsourcing officers must identify the training outsourcing companies with the best capability to match their requirements. At this stage, the Company must be prepared to document the internal process and create minimum one of the required 3 documents types. These include: Requests for Quotes (RFQ), Requests for Proposals (RFP), and Requests for Information (RFI). These documents are created to fetch the information from the training supplier. i. Request for Information (RFI):This is the most less utilized document by the companies that seek training services. However, it is fairly important if the familiarity of outsourcing supply of the Companies is low. A demand-side company would create and issue an RFI to get service and resource capability information from the supply side companies. No way, anyone should consider an RFI document as a request methodology or pricing details specific to the training task in question. The size of this document is approximately 3 to 5 pages and it details an executive summary of the project or task that the demand-side company is willing to outsource. Also, it listscompetencesof the requested information. Requests for Proposition (RFP):An RFP is a generally fundamental and broadly utilized report in the suggestion stage. It is expected to help the stock side organization with the data that is important to present an exhaustive and complete way to deal with revaluate the learning capacity. The higher the evaluation of the RFP, better is the item nature of proposition got from the inventory go separate ways. RFP incorporates an expert outline, a portrayal that is definite, of the interaction to be rethought. It likewise contains volume and worth measurements related with the past 1 to 3 tasks years, explicit cycle and execution assumptions for the inventory accomplice that is revaluating. Besides, it incorporates an obligation framework, characterizing expected duties of both the interest side organization and the stockpile side organization, and proposition proposals to be followed intently by the organizations that are proposing. RFP's are generally 15 to 30 pages altogether, subject to the intricacy of the activity. Undeniable level rates data is as a rule requested inside the RFP, albeit explicit valuing to be used for contracting is by and large maybe not legitimate at this stage. 77 CU IDOL SELF LEARNING MATERIAL (SLM)
Requests for Quote: A RFQ is regularly keep going on the rundown of reports to get explicit evaluating and additionally value data proposed. The evaluation of this errand and the validity and precision of this statement would rely upon the refinement and accomplishment of the prior recommendation exercises. Habitually, a RFQ is maybe not mentioned until after some known level of due tirelessness is finished. It isn't suggested that the RFQ be done short the culmination of an RFP. Due Diligence: It's the methodology for sharing and gathering information, insight and capacities of each other. It's for both the need and offer side organizations to make it to know one another and to assess data associated with framing a relationship that is organized and strong. The due ingenuity movement becomes as a very remarkable lawful action related with the checking and exposure of explicit reports, archives, data sets and such like in huge and complex re-evaluating commitment. A few organizations may like to create a persistence that is expected where all classified reports are inspected in and out contingent upon the measure of affectability related with the data. This method is less formal in more modest engagements. Contracting: It incorporates dealings of explicit terms in regard to the understanding while the archives of those terms into a report that is formal. This period of the strategy is typically key and requesting for the two players. It's the lengthiest concerning the complexity, scale and extent of the agreement. There are two principal sorts of agreements in most corporate business arrangements. Beginning is an Expert Administrations Arrangement (MSA), and its request is the best. It depicts terms conventional each and every zone that is useful of agreement. The second is an Assistance Level Arrangement (SLA), which characterizes expectations and all help and arrangement level prerequisites. Reliant on the intricacy of the costing, rates plan is associated with the SLA. Transition: Following the agreement is concluded and marked, the two banding together associations should start the way toward progressing assets and duties from the customer Organization to the Provider. Contingent upon the understanding terms, the change stage differs broadly yet basically incorporates interchanges to representatives and preparing customers. Discussing intricacies, these incorporate whether workers are moved from one to some other organization, if resources are purchased, and if seller arrangements are allocated. Governance: The progressing action of dealing with the Business and controlling the relationship is the stage that is the longest for the relationship that includes rethinking. The agreement terms contrast. Most are repeating concurrences with the briefest length being 1 year and the longest being 5 or more noteworthy number of years. Administration includes exercises related with Complaint and Execution estimation. A ton of organizations build up administration groups or 'boards' to make and convey procedures and measure accomplice performance. 78 CU IDOL SELF LEARNING MATERIAL (SLM)
Repatriation: The last phase of any association including rethinking is bringing home or giving over obligations. It is emphatically suggested that an agreement of revaluating has a leave system, anda ton of these conditions are recognized before commitment. Now and again bringing home comes due to non-execution or changes in the states of business, not predicted at the contracting stage. 5.2.3 Advantages Advantages of outsourcing training are as follows: The training companies that take up outsourcing work possess the required equipment and the technical expertise enabling to carry out training efficiently with an optimum quality result. Among the factors, which is important to the end result of the training program is risk-analysis. It is believed that the vendor to whom a company outsources has an improved opportunity to plan the procedure for mitigating the risk factor than a trainer working with the company. Outsourcing the training covers the requirement to employ an internal coach, which decreases the employment and working outlay by a fairly large margin. It is exactly what makes outsourcing training a preferred choice. Another advantage of outsourcing training is the fact that it enables businesses to pay attention to core competencies whilst not having to worry about day-to-day training activities. An excellent benefit of outsourcing the training function is the fact that organization enjoys broader accessibility to a pool of resources that might their specific requirements. Outsourcing training is cheaper than employing a specialist. It eliminates the extra expenses, for example: moving, providing perks, costly insurance coverage or investing in a larger workplace. 5.2.4 Disadvantages Some of the disadvantages of outsourcing training are as follows: Among the biggest demerits of outsourcing the training function may be the threat of revealing private information to a 3rd party. Also, this happens whenever a company outsources HR or the regional payroll and recruitment process. Another hurdle arises once the company ultimately selects an incorrect training outsourcing partner. A number of the typical issues that follow are extended delivery timelines, poor quality production and improper allocation of project duties. 79 CU IDOL SELF LEARNING MATERIAL (SLM)
Though outsourcing training may be affordable, there might be a few expenses which are concealed and those are revealed only while signing an agreement. Furthermore, signing an agreement beyond the country's boundaries may be a threat. An external training partner can be providing services to numerous companies. This might end up in the fact that they are unable to meet your company’s particular needs. 5.3SUMMARY Training departments will be increasing their partnerships with academic institutions (such as community colleges, universities and so on) to provide basic skills Training and to develop customized programs. Besides, there will be an increased emphasis on retraining employees from labour- intensive industries that are experiencing layoffs, such as textiles and automobile manufacturing, and moving them into industries that have Labour shortages. Training would be internal and external. Internal training would be easy and economical. Though one cannot be an expert in all. External agencies need to be called sometimes to benefit from their new ways, new thinking and new experiences. At the same time, one needs to redefine the objectives in a precise and crisp manner when an outside agency is invited. The external agency has many advantages in assessing the persistent issues within acompany. While overseeing the pros and cons of outsourcing training, it is advised that the company particularly determines the significance of the training that requires to be outsourced. Training pedagogy method helps in the reception of the corporate culture. Training programs are altered so that they give arrangements and backing the person Training organizations are broadly recognized for their quality and standards. Outsourcing alludes to the utilization of an external organization (an outside administrations firm) that assumes total liability and control of some preparation or improvement exercises or that assumes control over all or the greater part of an organization's training. 5.4KEYWORDS Leadership Development is any action that builds a person's authority capacity or an Organization's initiative ability, including exercises like 80 CU IDOL SELF LEARNING MATERIAL (SLM)
learning occasions, tutoring, training, self-study, work revolution, and uncommon tasks to build up the information and abilities needed to lead. Instructional Designer is a person who applies a methodical philosophy dependent on instructional hypothesis to make learning content. Multisensory Learning connects with the student and expands maintenance by utilizing various faculties. At the point when the mind gets data outwardly, it stores that content uniquely in contrast to if the data was heard or acquired utilizing different faculties. On the off chance that more faculties are associated with learning, a greater amount of the mind is engaged with putting away the information. Effect Size is a method of evaluating the contrast between two gatherings utilizing standard deviation. For instance, in the event that one gathering (the treatment gathering) has had a test treatment and the other (the benchmark group) has not, the impact size is a proportion of the contrast between the two groups. Future Readiness alludes to scholarly interest and consistent examining of the climate to keep up to date with powers forming the business world, representatives and their assumptions, and the ability improvement calling and to deal with the adjustments in how work is done in the years ahead. 5.5 LEARNING ACTIVITY 1. You company is planning to outsource training to an external agency. How would you evaluate the external agencies? ………………………………………………………………………………………………… …………………………………………………………………………………………………. 2. How would you decide which trainings do need to be outsourced to the external vendors? ………………………………………………………………………………………………… …………………………………………………………………………………………………. 5.6 UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. Training functions do not add any value to the company. Justify. 2. Discuss disadvantages of outsourcing training to external agencies? 81 CU IDOL SELF LEARNING MATERIAL (SLM)
3. External Agency specialize in what kind of training? 82 4. Explain due diligence. 5. Write a short on training pedagogy. Long Questions 1. Describe reasons for outsourcing training 2. How can external training benefit the whole company? 3. What is the role of external training agencies in training process? 4. Explain stages of outsourcing training. 5. Discussadvantages of outsourcing training. B. Multiple Choice Questions 1. Why are companies outsourcing training in today’s market? a. Leverage the cost of technology b. Revenue Generation c. None of these d. a and b both 2. Which one is not the reason for companies outsourcing training in today’s market? a. Profit making b. Geographic Reach c. Access to Talent d. Reduce Costs 3. Which one is the stage of outsourcing of training? a. Internal assessment b. Contracting c. Transition d. All of these 3. Which one is not part of outsourcing training? a. Proposal b. Motivation c. Due diligence d. Repatriation CU IDOL SELF LEARNING MATERIAL (SLM)
4. Requests for information, requests for proposal, requests for quote are a part of which stage of outsourcing training? a. Due diligence b. Repatriation c. Proposal d. Transition 5. RFQ stands for: a. Request for query b. Result for question c. Revenue for quality d. Request for quote Answer: 1 d) 2 a) 3 d) 4 b)5 c) 5.7REFERENCES Textbooks Raymond Noe, Employee Training and Development, McGraw Hill. Noe, Raymond A., and Amitabh Deo Kondwani, Employee Training and Development, Tata McGraw Hill. Reference Material Blanchard, P. Nick, James W. Thacker and V. Anand Ram, Effective Training: Systems, Strategies, and Practices, Dorling Kindersley (India) Pvt. Ltd. Rolf, P., and UdayPareek, Training for Development, Sage Publications Pvt. Ltd. Rishi Pal, Training and development methods, 2011, S Chand & company Websites https://trainingindustry.com/ https://theintactone.com/ https://rpsblog.raytr.com/ 83 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT - 6 OVERVIEW OF TRAINING METHODOLOGIES STRUCTURE 6.0 Learning Objective 6.1 Introduction 6.2 Process of Learning 6.3 Principles of Learning 6.4 Individual Differences in Learning 6.4.1. Individual Difference 6.4.2. Effects of Individual Difference on Learning 6.4.3. Differences in Learning and Thinking Styles 6.5 Learning Curve 6.5.1 The Learning Curve Theory 6.5.2Learning Curve Models 6.6 Learning Management System 6.6.1 Types of Learning Management Systems 6.6.2Advantages of LMS Systems for Business 6.7 Summary 6.8 Keywords 6.9 Learning Activity 6.10 Unit End Questions 6.11 References 6.0LEARNING OBJECTIVES After studying this unit, student will be able to: Provide job openings for students to rehearse and get feedback. Offer important preparing content. Identify any essentials that learners need, to effectively finish the program. 84 CU IDOL SELF LEARNING MATERIAL (SLM)
Outline the importance which organisational leaders have realized; ongoing focus on learning to sustain a more knowledgeable and productive workforce. Select the apt Learning Management System (LMS) to help achieve this goal. Explain benefits and features that an LMS can offer that will make corporate learning more effective. Enable trainees to learn through observation and experience. Explain the importance of identifying what is to be learned, that is, identify learning outcomes. Explain the importance of linking learning outcomes to requirements for successful job performance. Learning outcomes should be related to what is required to successfully perform the job. 6.1INTRODUCTION Understanding learning outcomes is crucial because they influence the characteristics of the training environment that are necessary for learning to occur. For example, if trainees are to master motor skills such as climbing a pole, they must have opportunities to practice climbing and receive feedback about their climbing skills. Learning outcomes are presented in the below Table Verbal information includes names or labels, facts, and bodies of knowledge. Verbal information includes specialized knowledge that employees need in their jobs.For instance, a manager should know the names of various kinds of gear just as the assemblage of information identified with Total Quality Management (TQM) Figure 6.1 Learning Outcomes The ability to learn is one of the most outstanding human characteristics. Learning is a continuous process throughout a person's lifetime. To understand and define what learning is, it is important to investigate what happens to the individual during this process. For example, an individual’s thoughts or thinking, feeling, perceiving, and actions may change in response 85 CU IDOL SELF LEARNING MATERIAL (SLM)
to the new learning experience. Considering all these aspects, learning can therefore be defined as any change or modification in behaviour as a result of experience. These changes can be physical or external or internal changes such as attitudinal or complex intellectual changes that affect behaviour in many subtle ways.Regardless of various hypotheses and differentiating sees, analysts for the most part concede to numerous basic attributes of learning. Figure 6.2 A Learning System Intellectual skills include concepts and rules, which are critical to solve problems, serve customers, and create products. For example, a manager must know the steps in the performance appraisal process (e.g., gather data, summarize data, or prepare for an appraisal interview with an employee) in order to conduct an employee appraisal. Motor abilities incorporate coordination of actual developments. For instance, a phone fix individual should have the coordination and smoothness needed to ascend stepping stools and utility poles. Perspectives are a blend of convictions and emotions that incline an individual to carry on a specific way. Mentalities incorporate a psychological part (convictions), an emotional segment (feeling), and a deliberate segment (the manner in which an individual expects to carry on as to the focal point of the attitude). Important work-related attitudes include job satisfaction, commitment towards thecompany, and job involvement. Suppose you say that an employee has a “positive attitude” toward her work. This means the person 86 CU IDOL SELF LEARNING MATERIAL (SLM)
likes her job (the affective component). She may like her job because it is challenging and provides an opportunity to meet people (the cognitive component). Because she likes her job, she intends to stay with the company and do her best at work (the intentional component). Training programs may be used to develop or change attitudes because attitudes have been shown to be related to physical and mental withdrawal from work, turnover, and behaviours that affect the wellbeing of the company (e.g., helping new employees). Cognitive systems control the cycles of learning. They identify with the student's choice in regard to what data to take care of (i.e., focus), on the best way to recollect, and how to tackle issues. For instance, a physicist reviews the shades of the light range through recalling the name \"Roy G. Biv\" (red, orange, yellow, green, blue, indigo, violet). As each learning result requires an alternate arrangement of conditions for figuring out how to happen. Before this part researches the learning cycle in detail, it takes a gander at the hypotheses that help clarify how individuals learn. 6.2PROCESS OF LEARNING Stage 1 – Awareness In the first stage, the concept/idea is noticed because of increased interest. Information has been received from reading or hearing about it. For example, when one first heard about the internet, one probably had a vague notion of what it might be but had no direct experience with it. Stage 2 – Comparison The second stage is where, one often seeks to compare it with something that one already knows or has experienced previously. This helps to categorize and understand it logically. Like when the internet was just heard about, it would have probably been compared with other forms of technology or communications as a means of filtration and organisation. Stage 3 – Exploration One starts to explore or play around with the concept in the third stage. The mind thinks about it to see where it will fit. E.g., when it was to time to explore this invention called the internet online, one began by “playing” with it, just enjoying the learning process and not taking it too seriously. Stage 4 – Application In the fourth stage, learning is assessed by applying it to one’s own life. One starts to use the information, to write, talk, take a class, or experience it in various ways. Now that the internet is available, one can access and navigate it to find useful information when required. 87 CU IDOL SELF LEARNING MATERIAL (SLM)
Stage 5 – Integration or Rejection The original concept or idea is either integrated or rejected in the fifth stage. If the new knowledge is useful, it will get integrated into everyday life. Similarly, if the internet were found valuable, one would be motivated to use it and integrate it as required. If not, the learning process stops. Stage 6 – Creation This is the final stage where, newer insights related to the original idea have now formed. Hence here, one needs to add or delete new information, or create something new by relying on one’s knowledge storehouse. 6.3PRINCIPLES OF LEARNING Over the years, a few rules that are by and large related or appropriate to the learning cycle have been recognized by instructive therapists. These shed light on extra bits of knowledge on what causes individuals to realize most effectively. Readiness: People handle any learning just when they are prepared to learn, and neglect to realize when they see no motivation to do as such. Planning understudies for learning is normally the teacher's obligation. When there is an unmistakable even- handed, solid feeling of direction, and distinct explanation behind learning, understudies make certain to gain ground when contrasted with on the off chance that they needed inspiration. Availability alludes to the force of enthusiasm and resolve. Understudies who are set up to learn, meet the educator at any rate midway, consequently improving on the teacher's job. Sometimes, the teacher can barely successfully impart in understudies, the preparation to learn. Understudies might not have a lot important to learn in the event that they are tormented by close to home issues that appear to be insolvable, stresses, outside interests or duties or if their timetable is overcrowded. Exercise: The guideline of activity expresses that things that are rehashed regularly are generally best recollected. Steady drill and practice are its establishment. The human memory isn't great, yet untrustworthy. The brain can seldomly hold, evaluates and actualize new ideas soon after a solitary openness. The capacity to weld during one shop period can't be learned by understudies in the principal occasion, also playing out an across landing can't be dominated during the underlying instructional flight. Understudies handle new learning by actualizing what has been educated and illustrated. Learning happens just when there is consistent practice. Satisfactory 88 CU IDOL SELF LEARNING MATERIAL (SLM)
learning openings by the educator should be given to understudies to rehearse and at the same time guarantee that this cycle is adjusted towards a goal. Effect: The passionate response of the understudy frames the reason for the rule of impact. As per it when a wonderful or fulfilling feeling is connected to learning, at that point learning is fortified, and when connected to a terrible inclination, it is debilitated. Encounters that bring out negative emotions like disarray, disappointment, outrage, and rout cause distress for the understudy. For example, if a teacher attempts to show arrivals during the primary flight exercise, the understudy may encounter dissatisfaction and feel inferior. Instructors should Practice Caution. Empowering understudies to comprehend the troubles of airplane support, flight group obligation, or flight move can be a test to educate. For the most part, it is shrewd to advise understudies that despite the fact that there may be an issue or deterrent, they are sufficiently proficient to comprehend and chip away at it appropriately. Despite the learning circumstance, there should be components that leave a good effect on the understudy, prompting a sensation of satisfaction. Primacy: The condition of being first, constantly makes a solid, almost steady engraving. This implies whatever the teacher educates ought to be correct the first run through. With regards to the understudy, it suggests right learning. Contrasted with educating, unschooling is considerably more troublesome. A straightforward model is the point at which a support understudy learns an arresting procedure the incorrect way, it is then a test for the educator to amend negative behaviour patterns and reteach the correct ones. Every understudy ought to be guided to begin right, henceforth the main experience should be a positive and favourable one establishing the framework for all that is to follow. Intensity: An energizing, distinctive, or sensational learning experience frequently instructs undeniably in excess of a commonplace or exhausting experience. The probability of an understudy getting a handle on a more profound comprehension of working sluggish flights and slows down by essentially doing it is more instead of simply finding out about it. Along these lines, as per the guideline of force, a student or understudy gains more from real or genuine encounters instead of a substitute. Contrasted with flight and shop guidance, study hall instructing has inalienable impediments on the measure of reasonableness and authenticity that can be brought into the educating. The dynamic utilization of creative mind by the teacher is key here in showing reality as intently as could really be expected. As of now, it tends to be profitable for homeroom educating to have a wide scope of instructional apparatuses to support learning, improve authenticity, and challenge understudies to investigate their best. Forthcoming Section 7 on Instructional Guides and Preparing Advances analyses different showing apparatuses accessible for study hall learning. 89 CU IDOL SELF LEARNING MATERIAL (SLM)
Recency: As indicated by the guideline of recency, things/data most as of late scholarly are best recollected. Interestingly, the further away an understudy is from realities or understanding, the harder it is to review. For instance, an understudy can undoubtedly review the force esteem utilized a couple of moments prior, be that as it may, it's difficult to recollect a new one utilized the earlier week. The guideline of recency becomes effective when educators completely plan an outline for a postflight scrutinize, a shop period, or a school exercise. To guarantee that the understudy recalls the exercise, the educator rehashes, reemphasizes, and repeats key focuses toward its finish. The arrangement of talks inside a course of guidance is frequently controlled by the guideline of recency. How Individuals Learn: All taking in at first happens from discernments that are directed to the mind by any of the five detects; sight, smell, hearing, contact and taste. It's additionally been found by therapists that quick learning happens the most when data is obtained through more than one sense. Perceptions: This incorporates something beyond accepting improvements from the five detects. At the point when an individual deciphers or offers importance to sensation, insight happens. Individuals' activities are affected by their convictions. An illustration of this is the point at which a capable flying upkeep expert sees a motor breakdown reasonably uniquely in contrast to a novice understudy. Genuine significance rises up out of inside an individual, albeit the discernments which offer ascent to these implications are gotten from outside boosts. Insights that are shaped from implications are affected by the person's experience alongside different elements. For the avionics educator, the information on these components is particularly significant as it influences the perceptual interaction and furthermore in light of the fact that insights are the establishment of all learning. Principles for Creating a Positive Learning Experience Instruction includes relevant visuals and words. Text is aligned close to visuals. Complex visuals are explained by audio or text, rather than by both text and audio that narrates the text. Extraneous visuals, words, and sounds are omitted. Learners are socially drawn in through conversational language agents. Key ideas are disclosed preceding the full interaction or undertaking related with the concepts. Prompts are provided that encourage self-regulation. 90 Content is presented in short sequences over which learners have control. CU IDOL SELF LEARNING MATERIAL (SLM)
Activities and exercises that mimic the context of the job are provided. Explanations are provided for learner responses to quizzes and exercises. Exercises are distributed within and among the module(s) rather than in a single place. What Is a Learning Company? The learning company is one that utilizes the knowledge, skills, and talent of its people to continually transform itself and perform as a powerful, collective system. The learning company “focuses on learning as a tool, a lever, and a philosophy for sustainable change and renovation incompanies in a fast-changing world”. Learning companies recognize how the development of human resources enhances and increases the company’s performance. Through the knowledge, skills, and competencies of its people, learning companies are those where learning is a powerful and continual process of transformation to better gather, manage, and apply learning for organizational success. The literature abounds with definitions of the learning company. HRD professionals must clearly distinguish the difference between learning company and organizational learning to effectively communicate their efforts to company leaders. HRD professionals are often tasked to lead learning companies and leverage organizational learning to maximize productivity and competitive advantage for the company. Some scholars prescribe to a stream of research on organizational learning that describes the process of how companies actually learn. Both learning company and organizational learning are terms encountered frequently in the learning literature and are even used interchangeably. Since the two terms tend to be used rather loosely, Tsang mediates the distinction and identifies a simple relationship between the two: “a learning company is one which is good at Organizational learning”. Discussions of the learning company would be incomplete without mentioning Senge’s model that identifies (1) systems thinking, (2) acquiring mental models, (3) personal mastery of skills, (4) team learning, (5) shared vision, and (6) dialogue. There have been numerous models and interpretations of the learning companies. First, applying systems thinking, the company itself is the central organizing body with subunits that support its purpose. For example, subunits such as the marketing department, accounting department, human resources department, and research and development department, or whatever subunits make up a particular company, each have their unique purpose and functions. However, none of those subunits can exist without the other as they are connected to the central organizing body. Therefore, when people learn within their own specific subunits, they should do so with a mind-set of adding value to the whole. Second, the concept of mental models is a philosophical notion that deeply rooted personal visions and aspirations can be realized in 91 CU IDOL SELF LEARNING MATERIAL (SLM)
one’s job. Mental models guide beliefs, and these beliefs are validated through a strong organizational culture and open communication policies. It is a mutually satisfying process for achieving personal and organizational goals. Third, personal mastery is the cornerstone of the learning company. Mastering skills is the heart of a learning company’s survival in terms of achieving that designation. Knowledge, skills, and competencies of people are the main ingredients of the learning company and are the resource to fulfilling its mission and purpose. Therefore, support and encouragement from all levels of the company, access to resources, open communication, etc., are requisite examples of what people need to achieve mastery of their skills. Fourth, team learning often applies to smaller groups of people coming together for a specific task. To achieve that task, they have to learn what is needed and the best approach to use. In other words, team learning is creating learning in the process of performing a task. Fifth, Senge’s idea of a shared vision has strong leadership implications. Large-scale endeavours like transforming or building a learning company begin with a vision. For that vision to be transformed requires effort of people. For this reason, Organizational members need to first buy in to the vision and make it their own. Once that happens, learning new things to make the vision a reality is part of the process. Sixth, dialogue is simply communication. Having continual and open dialogue and applying systems thinking, mental models, team learning, shared vision, and personal mastery of skills should create a beginning foundation for a learning company. Learning Theories Each theory about how people learn relates to different aspects of the learning process. Many of the theories also relate to trainees’ motivation to learn, which was discussed earlier. The application of these theories for instruction and program design. Reinforcement Theory Reinforcement theory explains that individuals are inspired to execute or avoid behaviours, due to previous results that have actually led from those behaviours. There are numerous procedures in the reinforcement theory. Good reinforcement gives a result that is enjoyable, and it comes from a behaviour. Negative or bad reinforcement could be the elimination of results that are unpleasant. For instance, look at a device that produces screeching and grinding noises unless the operator holds levers in a specific way. The operator shall figure out the way to hold the levers for the reason in order to avoid the sound.The procedure for withdrawing positive or reinforces that are negative expel a behaviour is generally termed as extinction. Punishment is presenting a result that is unpleasant following a behaviour, leading up to a reduction in that behaviour. For instance, if your manager yells at workers when they have been late, they 92 CU IDOL SELF LEARNING MATERIAL (SLM)
could stay away from the yelling by being punctual. (however, they might also call in ill, stop, or fool the employer into not noticing when they reach late). From a training perspective, reinforcement theory shows that for learners to obtain knowledge, change behaviour, or modifying abilities, trainers must spot what outcomes a learner discovers, both, positive and negative. Trainers then need certainly to link these outcomes to learners’ acquiring knowledge or abilities or behaviours that are changing. As mentioned earlier, learners can obtain several kinds of benefits after participating in training programs. The benefits may add learning a less strenuous or more interesting means to perform their tasks (job-related), meeting other colleagues, who may help as resources when issues occur (personal), or increasing opportunities to consider new positions within the company (career-related). According to the reinforcement theory, trainers can provide or withhold these benefits to learners who master content taught in a training program. The effectiveness of learning depends on the schedule or pattern for supplying these reinforces or advantages. Similarly, managers can offer these benefits to help guarantee transfer of training. Modification in the way one behaves, is a training technique that is primarily based on the reinforcement theory. For example, a training system in a bakery dedicated to eliminating behaviours that are unsafe, like, as climbing over conveyor belts (instead of walking around those) and sticking hands into equipment to remove jammed materials without turning down the equipment. Employees had been shown slides depicting safe and unsafe work ethics. After viewing the slides, workers were shown a graph for a true range times that safe behaviours had been observed during past weeks. Workers were motivated to boost the true quantity of safe behaviours they demonstrated on the task. They received a few known reasons for doing so: because of their own protection, to decrease cost for the organization, and also to help their plant get out of last place in the safety ratings associated with the company’s plants. Immediately after the training, safety reminders had been posted in employees’ work areas. Information about the true number of safe behaviours performed by employees were gathered and presented on the graph in the task area after working out. Workers’ supervisors were additionally instructed to recognize workers every time they saw them performing a work behaviour that is safe. The data of safe behaviour posted in the job areas and supervisors’ recognition of safe work behaviour represent positive reinforces in this example. Social Learning Theory Social learning hypothesis underscores that individuals learn by noticing different people (models) whom they accept are solid and knowledgeable.5 Social learning hypothesis additionally perceives that conduct that is supported or remunerated will in general be rehashed. The models' conduct or expertise that is compensated is received by the spectator. As indicated by friendly learning hypothesis, acquiring new abilities or practices comes from 93 CU IDOL SELF LEARNING MATERIAL (SLM)
(1) straightforwardly encountering the results of utilizing that conduct or expertise, or (2) the way toward noticing others and seeing the outcomes of their behaviour. According to social learning hypothesis, adapting additionally is affected by an individual's self-viability. Self-viability is an individual's judgment about whether the person in question can effectively learn information and skills. Chapter Three emphasizes self-efficacy as an important factor to consider in the person analysis phase of needs assessment. Why? Self- efficacy is one determinant of readiness to learn. A trainee with high self-efficacy will make efforts to learn in a training program and will be most likely to persist in learning even if an environment is not conducive to learning (e.g., a noisy training room). In contrast, a person with low self-efficacy will have self-doubts about mastering the content of training program and is more likely to withdraw psychologically and/or physically (e.g., daydream or fail to attend the program). These persons believe that they are unable to learn, and regardless of their effort level, they will be unable to learn. Figure 6.3 Processes of Social Learning Theory An individual's self-adequacy can be expanded utilizing a few techniques: verbal influence, sensible confirmation, perception of others (displaying), and past accomplishments. Verbal persuasion means offering terms of encouragement to convince others that they can learn and discover. Logical verification involves seeing a relationship between a task that is brand new and a job that is currently mastered. Trainers and supervisors can remind employees whenever they encounter learning problems that they've been successful at comparable learning tasks. Modelling involves workers that have currently mastered the training outcomes, and this indicates them for trainees. This results in employees getting inspired by the self-confidence and success of these peers. Previous accomplishments refer to employees that are allowing build a history of effective accomplishments. Supervisors can make employees experience certain situations where they're prone to succeed and offer training to ensure that employees understand what direction to go and exactly how to complete it. Social learning theory implies that 4 processes take part in learning These are: attention, retention, engine reproduction, and motivation. Attention suggests that people cannot learn by observation unless they are conscious about the important facets of a model's performance. Attention is affected by faculties of the model and its student. Learners must bear in mind of the skills or behaviour they truly are expected to observe. The model must be plainly legitimate and identified. The student will need to have the capability that is physical (sensory capability) to see or watch the model. Also, a 94 CU IDOL SELF LEARNING MATERIAL (SLM)
learner who has successfully learned other skills or behaviour by observing the model is more likely to attend to the model. Learners must remember the behaviours or skills that they observe. This is the role of retention. Learners have to code the observed behaviour and skills in memory in an organized manner so they can recall them for the appropriate situation. Behaviours or skills can be coded as visual images (symbols) or verbal statements.Engine generation includes evaluating the noticed practices to check whether they bring about the very support that the model got. The capacity to duplicate the practices or abilities relies upon the degree to which the student can review the abilities or conduct. The student should likewise have the actual ability to play out the conduct or show the skill. For example, a fire-fighter can learn the behaviours necessary to carry a person away from a dangerous situation, but he may be unable to demonstrate the behaviour because he lacks upper body strength. Note that performance of behaviour is usually not perfect on the first attempt.Students should have the chance to rehearse and get criticism to adjust their conduct to be like the model behaviour Learners are more likely to adopt a modelled behaviour if it results in positive outcomes. Social learning theory emphasizes that behaviours that are reinforced (a motivational process) will be repeated in the future. For example, a major source of conflict and stress for managers often relates to the performance appraisal interview. A manager may, through observing successful managers, learn behaviours that allow employees to be more participative in a performance appraisal interview (e.g., give employees the opportunity to voice their concerns). If the manager uses this behaviour in the performance appraisal interview and the behaviour is rewarded by employees (e.g., they make comments such as, “I really felt the feedback meeting was the best we have ever had”) or the new behaviour leads to reduced conflicts with employees (e.g., negative reinforcement), the manager will more likely use this behaviour in subsequent appraisal interviews. As in the discussion of training methods, social learning theory is the primary basis for behaviour modelling training and has influenced how models are used in videos, which can be part of face-to-face, online, or mobile training programs. For example, in the training program developed by Zenger Miller called “Getting Your Ideas Across,” trainees are first presented with five key behaviours for getting their ideas across: (1) state the point and purpose of the message, (2) present points to aid understanding, (3) check the audience for reactions and understanding, (4) handle reactions from the audience to what was presented, and (5) summarize the main point. The trainer provides a rationale for each key behaviour. Next, trainees view a video of a business meeting in which a manager is having difficulty getting subordinates to accept his ideas regarding how to manage an impending office move. The manager, who is the model, is ineffective in getting his ideas across to his subordinates. As a result, the video shows that the subordinates are dissatisfied with the manager and his ideas. The video is turned off and the trainer leads the trainees in a discussion of what the 95 CU IDOL SELF LEARNING MATERIAL (SLM)
manager did wrong in trying to get his ideas across. Trainees again view the video. But this time the manager, in the same situation, is shown using the key behaviours. As a result, subordinates react quite positively to their boss (the model). Following this video segment, the trainer leads a discussion of how the model used the key behaviours to get his ideas across. After observing the model and discussing the key behaviours, each trainee is paired with another trainee for practice. Each group is given a situation and a message to communicate. The trainees take turns trying to get their ideas across to each other using the key behaviours. Each trainee is expected to provide feedback regarding the partner’s use of the key behaviours. The trainer also observes and provides feedback to each group. Before leaving training, the trainees are given a pocket-size card with the key behaviours, which they take back with them to their jobs. Also, they complete a planning guide in which they describe a situation where they want to use the key behaviours and how they plan to use them. Goal Theories Goal Setting Theory Goal setting theory expects that conduct results from an individual's cognizant objectives and expectations. Objectives impact an individual's conduct by coordinating energy and consideration, supporting exertion after some time, and inspiring the individual to create procedures for objective fulfilment. Exploration proposes that particular, testing objectives bring about preferred execution over obscure, unchallenging goals.10 Objectives have been appeared to prompt elite just if individuals are focused on the objective. Laborers are most likely less dedicated to an objective or objective, on the off chance that they feel that it is simply too difficult. A good example of just how orienting to a goal influences training methodologies is noticed in a program designed to enhance pizza delivery driving practices. Nearly all pizza deliverers are young (aged between 18 to 24 years) and drivers who are inexperienced and who're paid according to the number of pizzas they are able to deliver. This produces a predicament in which deliverers are rewarded for fast but unsafe practices — an example would be not putting on a safety belt, neglecting traffic signals, and not stopping at road intersections. Thesepractices have led to a large number of driving accidents. Prior to setting goals, pizza deliverers had been observed by their supervisors go away from the stores and coming back from deliveries. The managers observed the number of complete stops at road intersections over a one-week interval. In sessions of training, managers and trainers presented the deliverers with a group of questions for conversation or discussion. Here are examples: In what situations should you come to a complete stop? Mention the reasons for coming to a complete stop. Identify the reasons for not coming to a complete stop. After the conversation, pizza deliverers had been asked to acknowledge the requirement in the future to stop at road intersections. Following the deliverers’ agreement, the supervisors 96 CU IDOL SELF LEARNING MATERIAL (SLM)
shared the info they collected about the total number of stops at road intersections they observed in the last week. (Complete stops - 55%) The trainer requested the pizza deliverers setting an objective for complete stopping throughout the next month. They decided to achieve a target of 75% stops at road intersections. Following the target or goal setting session with supervisors at each store, the task of keeping an eye on their drivers’ stopping at intersections continued. The next month in the work area, a poster revealed the percentages of complete stops at an interval of every 4 days. Additionally, the existing percentage of complete stops was showcased. Theory of setting goals was also utilized in the training curriculum design. It recommends that learning can be facilitated by giving students challenging objectives and goals. Especially, the influence of goal setting theory is visible in the development of training tutorial plans. Lesson plans start with certain goal information that is supplying the anticipated action that the students will demonstrate and conditions under which learning will take place.Additionally, the level of execution, which will be decided as satisfactory would be a piece of the exercise plan. Destinations likewise can be a segment of activity plans or application tasks would be used to urge students to bestow training. Goal Orientation Orienting objectives identify with the objectives held with a learner while learning. Objective direction can incorporate learning or execution direction. Learning direction relates to endeavouring to build fitness or ability in a task. People with a direction to learn are of the conviction that preparation achievement is named as showing improvement and gaining ground. Additionally, they lean toward eager mentors with a premium in the measure of learning accomplished by understudies than in their exhibition. Such mentors consider blunders to be botches as a component of the learning technique. Direction of execution identifies with students who focus on undertaking execution and precisely how they contrast with others. People having a presentation direction characterize accomplishment as execution that is high to other people, esteem capacity higher than learning, and understand that mix- ups and botches bring about tension and wish to stay away from those. Goal direction is known to impact the amount of exertion that the learner will use in learning (inspiration to learn). Students with a discovering that is high, will guide more prominent focus toward your undertaking and learn for learning, instead of students with a direction towards execution. Students with a direction towards execution will guide more focus toward progressing admirably and less exertion to getting trained. Analysis indicates that trainees with a learning orientation are inclined to master and make use of more learning that is complex, than trainees having orientation towards performance. You will find a few ways to develop orientation towards learning in trainees. These include establishing goals around learning and tinkering with brand new ways of having trainees perform trained tasks rather 97 CU IDOL SELF LEARNING MATERIAL (SLM)
than emphasizing on trained task performance, not focusing on competition among trainees, making a community of learning, and tolerating trainees make mistakes, and testing their new knowledge, skills, and behaviours while they are getting trained. Need Theories Need theories assist explaining the worthiness that an individual places on particular results. A need is a deficiency that an individual is experiencing anytime. A need motivates an individual to act in a manner that fulfils the deficiency.Abraham Maslow's and Clayton Alderfer's need speculations centred around physiological requirements, relatedness needs (necessities to cooperate with different people), and development needs (confidence and self- actualization). Both Maslow and Alderfer had the belief that individuals start by attempting to satisfy needs at the lowest degree, then progress up the hierarchy as lower-level needs are pleased. That is, if physiological needs are maybe not met, an individual's behaviour will focus on satisfying these requirements before relatedness or development needs get the required attention. The difference between Alderfer’s and Maslow’s hierarchies of needs is the fact that Alderfer allows a probability, wherein, if higher-level requirements aren't met; workers will focus again on needs at the lower level. David McClelland’s need theory focused primarily on needs for achievement, affiliation, and power. According to McClelland, these needs can be learned. The need for achievement relates to a concern for attaining and maintaining self-set standards of excellence. The need for affiliation involves concern for building and maintaining relationships with other people and for being accepted by others. The need for power is a concern for obtaining responsibility, influence, and reputation. Need theories suggest motivating learning involves trainers identifyingneeds of trainees’ and communicating how the training program content relates to fulfilling these needs? Also, if certain primary needs of trainees (e.g., physiological and safety needs) are not met, they may get demotivated to learn. As an example: In aword processing training class attended by secretaries in a downsizing company, it is doubtful that even the best-designed training class will lead to learning if employees believe that their job security is threatened (unmet need for security) by the company’s downsizing strategy. Additionally, it’s not likely the secretaries are going to be inspired to grasp what is taught, if they got a belief that the training program would fail to keep their present work or increase their opportunities of finding another work inside (and sometimes outside) the business. Another significance of the need theory pertains to employees offering a range of training programs to be a part of. Referring to Chapter 3, offering employees options or choices to attend training courses can motivate them to learn. This does occur because students have the ability to select programs that best match their needs. Expectancy Theory 98 CU IDOL SELF LEARNING MATERIAL (SLM)
Expectancy idea suggests that a person's conduct is established on three components: anticipation, instrumentality, and valence.16 ways of thinking about the connection between endeavouring a conduct and really executing it well are named as Hopes. Anticipation is like self-viability. In anticipation hypothesis, a conviction that playing out a given conduct (e.g., going to a preparation program) is related with a specific result (e.g., having the option to more readily play out your work) is called instrumentality. Valence could be the worth that the individual puts on an outcome (Model: how fundamental is to do well in a job?). According to the theory of expectancy, different choices of behaviour are evaluated according to their valence, expectancy, and instrumentality. The below figure shows how behaviour is decided according to finding the product of instrumentality and valence. People choose the behaviour aided by the value that is the highest. From a training angle, the Expectancy theory suggests that learning is probably to happen whenever employees believe they may be able know the content of this program (expectancy). Additionally, learning and imparting training are enhanced when they're associated with results such as improved efficiency at the job, boosting income, or peer acknowledgment (instrumentality), and when employees value these end results (valence). Adult Learning Theory Adult learning theory was actually developed as there was a need for a particular theory of exactly how grownups learn. Many theories that are educational, also formal academic institutions, have been developed exclusively to teach the youth or kids. Pedagogy, the art and technology of teaching young ones, has dominated the theories of education. Also, Pedagogy provides the teachers the duty of creating decisions about learning content, method of delivery, and its evaluation. Learners, generally speaking, are seen as (1) being passive receivers of instructions and content, and (2) bringing a few findings that may be considered as resources contributing to the learning environment. Figure 6.4 Expectancy Theory of Motivation The Learning Cycle Learning can be considered a dynamic cycle that involves four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation. Firstly, a trainee encounters a concrete experience (e.g., a work problem). This is succeeded by thinking (reflective observation) in regard to the problem, which leads generating ideas to resolve the issue (abstract conceptualization), last but not least to execute ideas resolving the 99 CU IDOL SELF LEARNING MATERIAL (SLM)
issue (active experimentation). Implementing the basic tips provides feedback as to their efficiency, so that the learner can understand the outcomes and begin the learning procedure once more. Trainees continuously develop concepts, implement those, and adapt those, because of their personal findings about their experiences. Researchers have developed questionnaires to measure trainees’ week and strong points in the learning cycle. Some people tend to overemphasize or underemphasize one stage of the learning cycle, or to avoid certain stages altogether. The key to effective learning is to be competent in each of the four stages. Four fundamental learning styles are believed to exist. These learning styles combine elements of each of the four stages of the learning cycle. Table below shows the characteristics and dominant learning stage of individuals in each style, called divergers, assimilators, convergers, and accommodators. Keep in mind that researchers disagree about whether we have learning styles and preferences and they can be measured several different ways. In trying to match instruction to learning preferences, it is important that instructional or training strategies should be determined first by what is being taught or the learning outcomes. Then, learning styles should be considered to adjust the training or instructional strategy. For example, AmeriCredit, an auto finance company located in Fort Worth, Texas, is trying to modify training to better match its employees’ learning styles. The company has created a database to identify and track each employee’s learning style. Also, employees’ learning styles are being considered in course design. In a new e-learning class, employees who prefer learning by action will receive information in bullet points and will complete activities that help them learn. Employees who prefer thought and reasoning will receive more conceptual material during the course and be involved in fewer experiences. The company plans to compare the new e- learning class that considers learning styles with one that does not, so it can determine whether the adaptation to learning styles makes a difference in trainee satisfaction and learning. 100 CU IDOL SELF LEARNING MATERIAL (SLM)
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