TRAINING IN

ORGANIZATION
CHAPTER 1
 Learning Outcomes
 Identifying the difference between training and development

 Understanding the need for training

 Understanding training as an open system

 Understanding the training development process

 Learning important concepts and buzz topics

 Identifying the trends in training

 What is Training &
Development?
Both the activities aim at improving the performance and
productivity of the employees
Training is a program organized by the organization to develop
knowledge and skills in the employees as per the requirement of the
job
Development is an organized activity in which the manpower of the
organization learn and grow;
- it is a self-assessment act
Development is a sort of educational process which focuses on the
growth and maturity of the managerial personnel
 What is Training?
Training is a program that provides employees with the knowledge
and skills to perform their jobs effectively

It is a process in which the trainees get an opportunity to learn the

key skills which are required to do their current job or one related to
it

This usually means changes in specific knowledge, skills, attitudes, or

behaviors
 Why Training is Needed?
To make employees meet current job requirements

To improve performance

It builds confidence in employees for doing a job

 What does Training Methods
Include?
Lectures and demonstrations

Case studies

Role playing

Coaching and Mentoring

Internship
 However!!!...
Training does not always lead to learning!

Learning depends upon:

- The design and implementation of training

- The motivation and learning ability of the trainees

- The learning climate of the organization, i.e. whether it encourages or

discourages learning and facilitation of training
 Attitude is Everything!
Training needs to create positive attitude among employees, because
when they have positive attitude, they are more motivated, and
when they are motivated, they learn quickly (i.e. the training is
faster!)
 Let each letter has a value equals to its
sequence of the alphabetical order:
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

S K I L L S
19 11 9 12 12 19 = 82
K N O W L E D G E
11 14 15 23 12 5 4 7 5 = 96
H A R D W O R K
8 1 18 4 23 15 18 11 = 98
A T T I T U D E
1 20 20 9 20 21 4 5 = 100
 Training???

Existing Required
• Skills • Skills
• Knowledge • Knowledge
• Attitudes • Attitudes
 Training is an Open System
 An open system is a system which interacts with its environment

 Training is an open system because it receives inputs from the environment

 An open system depends on the environment for the inputs that support
the system

 Many open systems exist as a part of another open system, called sub-
systems of the larger system; ex: training is a sub-system of HR which is a
sub-system of the company
 Open System
https://www.youtube.com/watch?v=WxqDqJBPZA4
 Training System

Processi
Input Output
ng

Inefficiency, Delivery of Increased

slow work, training Knowledge,
poor using Higher
attitude, different skills,
lack of methods Better
knowledge attitude,
Improved
 Development
 The training for top level employees are
considered development, also known as
management or executive development (if it’s
initiated by the organization)

 It is an ongoing systematic procedure in which

managerial staff learns to enhance their
conceptual, theoretical knowledge

 It helps the individual to bring efficiency and

effectiveness in their work performances
 Development (Cont’d)
Development is not only limited to a particular task, but it aims to
improve their personality and attitude for their all round growth
which will help them to face future challenges

It changes the mindset of the employees and makes them more
challenging and competing
 BASIS FOR
TRAINING DEVELOPMENT
COMPARISON
Meaning Training is a learning Development is an
process in which educational process
employees get an which is concerned
opportunity to with the overall
develop skill, growth of the
competency and employees.
knowledge as per the
job requirement.
Term Short Term Long Term
Focus on Present Future
Objective To improve the work To prepare employees
performances of the for future challenges.
employees.
Aim Specific job related Conceptual and
general knowledge
 Important Concepts
Learning:

Refers to a relatively permanent change in understanding & thinking

resulting from experiences obtained and that is directly observable in
behavior
How? From experiences that is obtained
How can we notice ? By direct observation in behaviour
 Important Concepts (Cont’d)

KSA (Knowledge, Skills, Attitudes):

K-Knowledge: an organized body of facts, principles, procedures, and
information acquired over time
- Declarative knowledge: the information that we acquire and store
for memory (factual information about a subject)
- Procedural knowledge: how information is organized for use
- Strategic knowledge: our understanding of how, when, and why
information is used is useful (highest level)
 Important Concepts (Cont’d)

KSA (Knowledge, Skills, Attitudes):

S-Skills: a proficiency at doing something; the capacities needed to
perform a set of tasks that are acquired through training and
experience
 Skills
Two types of skill acquisition
 Compilation (lower level)
Automaticity (higher level)

In the beginning, all skills gained are in the compilation stage, then
through practice and repetition, they become skills in the automaticity
stage
 Important Concepts (Cont’d)
- A-Attitudes: are employee beliefs and opinions that influence
(inhibit/support) their behavior
- For example: if an employee likes her boss, she will most probably
like the job too, regardless of the activities involved. Whereas, if an
employee hates her boss, she will most probably hate the job too,
even if it is a comparatively good job…
- All because of attitude
- Attitudes are important to training because they affect motivation (is
reflected in the goals people choose to pursue and the effort they use
in achieving those goals)
 Important Concepts (Cont’d)
Competencies:

- are a set of knowledge, skills, and attitudes that are

required to do the job successfully
- Competency is the ability to integrate and use the KSAs to
perform a task successfully

- Trainers need to know how to spot competencies in employees and

develop the ones that are lacking
Skills vs. Competencies
https://www.youtube.com/watch?v=YhF-Z6xSXs8
 Exercise!!!
To become a carpenter, what kind of
competencies do you require?

Knowledge? Knowledge about different wood

types, tools and their uses, types of finishing
that can be applied to wood

Skills? Skills such as cutting, shaping, joining,

finishing, etc.

Attitude? Love for working with wood, making

things out of wood, designing wood, etc.
 Buzz Topics
 Intangible Assets:
- Human Capital: knowledge, attributes, life experiences
- Intellectual Capital: codified knowledge that exists in a company
- Social Capital: relationships in the company
- Customer Capital: value of relationships with persons or other
organizations outside the company for accomplishing goals

** responsible for company’s competitive advantage

 Buzz Topics (Cont’d)
Human Capital:
- Knowledge (know what)
- Advanced skills (know how)
- System understanding and creativity (know why)
- Motivation to deliver high-quality products and services (care why)
 Buzz Topics (Cont’d)
Formal Learning:
- Training and development programs organized by the company
Informal Learning:
- Learner initiated, involves action and doing
- Occurs without a trainer/instructor; as needed
- May lead to development of tacit knowledge
 Buzz Topics (Cont’d)
Explicit Knowledge Tacit Knowledge
 well-documented, easily  personal knowledge based on
articulated and transferred from individual experiences that is
person-to-person difficult to codify
 processes, checklists,  result of informal learning
flowcharts, formulae, definitions
primary focus of formal training
and employee development
 Buzz Topics (Cont’d)
 Knowledge Workers:
- employees who contribute to the company not through manual
labor. But through what they know (customers or specialized body
of knowledge)
Employee Engagement:
- the degree to which the employees are fully involved in their work
and strength of their commitment to their job and company
- provides competitive advantage including higher productivity,
better customer service, and lower turnover
- attitudes or opinion surveys measure the level of engagement
 Buzz Topics (Cont’d)
 Change:
- Adoption of new idea or behavior by a company (technological
advances, changed regulations)
Learning Organization:
- embraces a culture of lifelong learning
- enables employees to acquire and share knowledge continually
- Cheesecake Factory Inc. is an example
- social collaboration and social networking are helping employees to
share knowledge and contribute to the development
Learning Organization

https://www.youtube.com/watch?v=40meQNZl3KU
 The Training Development
Process
The need for training arises when Actual Organization
Performance<Expected Organization Performance

When this happens, it is called a triggering event

Example- If expected sales figures for a certain month are 30,000 units
and actual sales are in fact 25,000 units, there is a performance gap.
This is a triggering event and gives cause for training. Perhaps the
salesman were poorly trained in selling or did not know how to
convince customers to buy. Therefore, the solution is improved sales
training for the marketing staff.
 The Training Development
Process (ADDIE Model)
The training development process has 5 stages:
- Analyze
- Design
- Develop
- Implement
- Evaluate
 The Training Development
Process (ADDIE Model) (Cont’d)
 1. Analysis Phase:
Here, expected organizational performance is compared
to actual organizational performance to find performance
gaps. There can be 2 types of performance gaps:
• Current Performance Gap- something which is a
problem right now and needs to be fixed. Ex: low sales
in October
• Future Performance Gap- something which will become
a problem in the future and needs to be addressed. Ex:
installation of new machinery next year. Employees
have to be trained to use it, otherwise work will be
stopped

- The analysis phase is often referred to as Training

Needs Analysis (TNA)
 Training: Solution to all
Problems?
The cause of performance gap
might be inadequate knowledge,
skills, or attitudes of employees. If
so, then training is a possible
solution.

Other reasons for performance

gaps such as motivation issue or
faulty equipment. In this situation
training might not work
 The Training Development
Process (ADDIE Model) (Cont’d)
 2. Design Phase:
Uses inputs from analysis phase. Here, a training
program is designed to fill the needs identified in the
analysis phase. Also the best method of delivery is
chosen. All methods will not work for everyone.
For example, if a person has a disability (such as
difficulties in hearing, or uses a wheelchair) then
special accommodation has to be made. These are
all decisions of the design phase

- Another important output from the design

phase is the training objective-what should
be trained and how
 The Training Development
Process (ADDIE Model) (Cont’d)
3. Development Phase:
Here, the actual training materials (manuals,
lectures, demonstrations, handouts, etc.) are
made. Inputs in this stage are the outputs of the
design stage, i.e. instructional methods and ways
of delivery
An instructional strategy is formed, consisting of
the order, timing and combination of methods and
elements to be used in the training program

- Outputs in this stage are the hard-copy

training materials to be used in the next
phase
 The Training Development
Process (ADDIE Model) (Cont’d)
4. Implementation Phase:
Here, the training program is run in real life.
All of the design, analysis, and development
are put into practice to see how the training
program performs in an organizational context

• However, there can be errors in the design

and implementation
• To ensure this, a dry run (or pilot test) of the
training program is conducted before the full
one is launched
 The Training Development
Process (ADDIE Model) (Cont’d)
5. Evaluation Phase:
Here, the training program is evaluated to
see whether it has actually helped the
organization achieve its important objectives
2 kinds of evaluation are there:
Process Evaluation- evaluation of the
training process itself, i.e. whether the
training followed the curriculum originally set
out
Ex: whether a teacher followed the
course outline throughout the course
 The Training Development
Process (ADDIE Model) (Cont’d)
Outcome Evaluation
Whether the training resulted in any real benefits or improvements for
the company. Here, the results of training are compared with the
original objectives of the training program to see whether there are any
improvements in performance. If yes, then training program is a success.
If no, then it is not worth.

Also, organizational constraints effect training. Even if a training program

is successful, it might not be feasible if it involves a lot of time, is very
expensive, or requires extreme involvement from the employees. All
these might not be possible in a tight, competitive business environment
 Trends in Training
 Aligning training with business strategy
 Managing talent due to changed demographics
Quality

 Legal issues
 Aligning Training with Business
Strategy

 Evidence revealed that training plays a crucial role in

formulating business strategy
 Managing Talent due to changed
Demographics

 Major demographic shifts have

occurred across the country that
affects the business
 Training=Quality
Training must be seen as an integral part of
the organization’s performance improvement
system
 Training should be structured as a
continuous performance improvement
process that is integrated with business
strategies

Discussion: How will you ensure that,

employees receive the training as a
means of attaining quality?
 Legal Issues
 Trainers need to be aware of the different
legal issues while designing a training
program (gender sensitivity, equity, laws,
policies)
Trainers should be aware of :
- Required training
- Liability for injury
- Confidentiality

- Copyrighted materials
 Snapshots of Training Practices
 Organizational development professionals focus on
training as well as team building, conflict avoidance, employee
development, and change management

 Talent management professionals focus on identifying the

top talent in the company and ensuring they get the training
and development needed to promote them or prepare them for
new positions

 Learning professionals focus on formal learning and

knowledge sharing occurs through use of social networking tools
 Let’s Discuss and do some
Practice!
Company X is thinking about reducing the per head cost of Basic
excel training program for it’s new employees. The current program
charges 7000 taka per trainees, The training takes place within 5
days (3 hours each day)
UsingADDIE Model, try to redesign the program in a cost efficient
manner without compromising the quality
 How EBL did it…
Before…. After….
Computer lab rental:
New Horizons Excel
Training: BDT 8000 Taka

5 working days (3 2 working days (7 hours each

hours each day) day)

7000 Taka/trainee. Trainer: In house (0 taka)

Stationery: 2000 taka (Approx.)

Approx. total cost:
7000*30 = 210000
Food: 5000 taka (Approx.)
0Taka
Total: 15000 Taka

Saved Working hour: 3

days!
 3 Lessons from Google
1. Engage in deliberate practice.
Break down job performance into small, digestible pieces and
encourage employees to practice them again and again (with clear
feedback).
2. Have your best people teach.
60 percent of information is forgotten if not reinforced within t
wo days
. To improve the odds that information is both applicable and sticks,
look to your internal subject matter experts to train within the context
of your organization.
3. Invest in courses only when it's absolutely necessary and if
they change behavior.