1 TRAINING CONCEPTS Research Project Goal The goal of this research project is to help you apply what you've learned about adult learning theory from your lessons. This assignment will provide you with an opportunity to explain the concept of adult learning theory and how it influences employee training. Procedure Write a three-page research report (minimum of five paragraphs, 100–150 words each) that demonstrates your understanding of the following topic. Include relevant resource links, and explain your point of view thoroughly. Topic Explain the concept of Malcolm Knowles' theory of adult learning and discuss its implications for a real-world employee training program. Choose from one of the following corporate employee training programs, and use your own research skills. Briefly describe the organization's training program and evaluate whether you believe the training program is successful based on adult learning theory parameters. Share evidence-based ideas for improving the training program. • AT&T Learn University • Amazon Upskilling 2025 • Seattle Genetics Doctor of Pharmacy Fellowship Program Considerations In your research paper, address the following factors: 1. Does the training meet all five of the adult learning theory assumptions? 2. If so, what elements of the training most closely align with Knowles's theory? 2 3. If not, what employee training elements are missing and what is the impact? 4. What environmental, social, and cultural aspects influence training outcomes? 5. How can the training be improved, given the way employees prefer to learn today? Formatting Type your submission, double-spaced, using Times New Roman plain font, size 12. Use a standard document format with 1-inch margins. Your paper should be written in Microsoft Word. Your research paper should include a cover sheet and works cited list using APA formatting. You should also follow APA citation guidelines for citing sources within your paper. Grading Rubric Your project will be graded according to the following rubric. Needs Excellent Good Average Category Improvement 20–16 points 15–11 points 10–6 points 5–0 points Summarizes the Is vague about the Little to no problem, method, problem; doesn’t information is results, and provide a provided about conclusions, but summary of the the problem or Clearly states problem and question to be resolved; Abstract clearly summarizes method, results, and conclusions. lacks some details. whole project. question. Provides background Provides Provides Little to no research into the topic and background background background summarizes important research into the research into the information is findings; describes the topic and describes topic but doesn’t Introduction provided. 3 problem to be solved; the problem to be describe the justifies the study; explains solved. problem to be the significance of the solved; problem to an audience of insufficient or non-specialists. nonexistent explanation of details to nonspecialists. Addresses the five factors Presents limited Presents little to clarity in no clarity in formulating formulating conclusions or conclusions or organization organization about the five about the five factors in the factors in the guidelines. guidelines. Presents a logical Doesn’t Doesn’t address explanation for adequately or explain findings. explain findings. findings. Addresses some of in the topic guidelines with the five factors of Discussion clarity; organizes and the topic; lacks Factors synthesizes information; draws conclusions. substantive conclusions. Presents a logical explanation for findings; presents clear Summary recommendations or implications for future research. 4 Has errors that obscure the Is free or almost free of Has errors but they meaning of the errors of grammar, spelling, don’t represent a content or add Document is and writing mechanics; major distraction; confusion; filled with documents sources documents neglects important errors. appropriately. sources. sources or Mechanics and Documentation documents few to no resources. 1 TRAINING CONCEPTS READING MATERIALS Course Overview Course Introduction Employee training takes place in every business. In some organizations, employee training is a formalized process that continues throughout an employee's entire career. In other organizations, employee training is an informal event used to introduce new employees to the basic skills they'll need to complete their tasks. Your current or future employer will approach training by some combination of the two methods. This course will help you make employee training a more efficient and effective process. After completing this course, you should be a valuable asset to any employer. Course Materials Your course materials include this course experience and a textbook, Employee Training and Development, 9th Edition. You'll find it easiest to study this course by following these steps: • Go through the syllabus, paying close attention to the course and lesson objectives. • Go through each objective. Pay close attention to main concepts and definitions. • Complete each assignment as you come to it. • When you've completed each assignment, go through the lesson review. • When you're confident you understand the material, complete the lesson exam. Course Objectives By the end of this course, you'll be able to • Demonstrate effective written and interpersonal communication skills • Demonstrate a high level of inquiry, analytical, and problem-solving skills • Describe the various elements in the organizational training process 2 • Categorize the various training designs and methods • Analyze the significance of development, implementation, and evaluation of training processes • Explain the concept of adult learning theory and how it influences employee training • Describe the interrelationships among the five phases of the training process model Elements of Training Lesson 1 Overview Every firm provides training for its employees, whether it's a formal online course or a casual conversation on the job. The idea of staff training comprises a comprehensive procedure that takes into account all aspects of a company's goal. Employees, procedures, spending limits, the internal and external environments, and the company itself are only a few of these variables. Lesson Objectives • Determine the numerous training-related possibilities, difficulties, and concepts • Explain the significance of strategic planning in the process of training and development • Compare the effects of training program analysis, learning, and motivation on employees' performance Identify the Various Opportunities, Challenges, and Concepts Relating to the Training Process Introduction to Employee Training and Development Read this assignment. Then, read Chapter 1 of your textbook. Forces Affecting the Workplace Make Training a Key Ingredient of Company Success A diverse workforce, the need to upskill employees, and expanding learning outside of the classroom are just a few concerns affecting businesses of all types and influencing training and development strategies. The economy and the effects of the global coronavirus pandemic are 3 other significant concerns. Earls, PwC, Paychex, GTT Communications, and Abbott Laboratories are a few of the companies that were impacted; they serve as examples of how these problems have affected organizations across many industries and how training and development have contributed to their success. These five businesses have training procedures that have given them a competitive edge in their respective marketplaces. By ensuring that staff members have the information and abilities necessary for success, their training techniques have helped them expand their business and enhance customer service. The Purpose of Training Every organization's success is rooted in having a skilled and competent team. Because employees are a company's most precious asset, training must be carefully designed and implemented to ensure its success. Emerging technologies, economic factors, employee retention and growth, and an increasingly multigenerational workforce are just a few of the external challenges that all firms must deal with. An organization must first assess its external environment to succeed. Failure to do so can waste time and resources that the businesses could better devote to other company sustainability initiatives. It can be difficult for businesses of all sizes and across all sectors to offer their workforces staff training that's both pertinent and practical. As a result, these firms gain employees that are better equipped to handle their jobs while utilizing the most recent technology and techniques to become extremely effective. When the company's profitability covers the cost of the training, the 4 investment in the workers' preparation yields a profit. The more closely a company's training is matched to its revenue and skill requirements, the more competitive it may be. Employer training produces qualified employees, a return on investment, and the development of a competitive business. Examples of businesses that have redesigned their employee learning initiatives to yield high rates of return are included in your textbook. View a summary of business training investment on the eFront learning website Don’t Break the Bank. Key Components of Learning Understanding that learning merely for the sake of learning won't suffice to get results is crucial. Organizations create training that's intended to support employee performance and skill development. But first, you need be familiar with a few definitions that you'll run into in the classroom and at work: • Learning refers to employees’ earning skills, knowledge, attitudes, behaviors, and competencies. • Training is a planned effort by a company to help with the learning of job-related skills, behaviors, and information. • Development is training as well as formal education, job experience, relationships, and assessments of personality, skills, and abilities that help employees prepare for future employment. 5 • Knowledge management is a process of enhancing company performance by designing and implementing tools, systems, processes, structures, and cultures that encourage learning. • Knowledge workers are employees whose contributions are what they know, not what labor they provide. The importance of training and development for businesses is illustrated in Figure 1.1 of your textbook. Employees pick up knowledge through a variety of experiences, including both formal and informal education. Adults learn in a variety of ways, and some may prefer one learning approach over another. For example, an employee may learn more effectively by shadowing other employees instead of sitting in a classroom lecture. This course explores learning preferences and how they impact training and development outcomes. Designing Effective Training Organizations employ a structured process called Instructional System Design (ISD), which involves seven processes, to provide training. Figure 1.2 in your book explains this. The general steps involved in ISD are as follows: 1. Conducting a learning needs assessment: What should employees learn to succeed? 2. Ensuring employees' readiness for training: Do workers possess fundamental abilities and a positive outlook? 3. Creating a learning environment: Determining the learning objectives, resources, and experience's structure. 6 4. Ensuring the transfer of learning materials: How will the knowledge be applied and processed? 5. Developing an evaluation plan: How will the worth of the education be assessed? What metrics (turnover rates, performance, and so on) are available? 6. Selecting the training method(s): How will the training be carried out—using conventional or contemporary delivery methods? 7. Monitoring and evaluating the program: Make adjustments to enhance the educational experience. Organizations can better prepare employees for the present and future duties associated with each job type by employing this strategy of identifying and planning training needs first. Forces Influencing Work and Learning The world of workplace learning is influenced by a variety of external pressures, including new technology, growing diversity, and economic and corporate strategy considerations. These elements and patterns are broken down in your text. For instance, a "new normal" resulted after the global epidemic brought on by COVID-19. Businesses had to swiftly modify their business models, supply chains, and customer engagement strategies in response to the "new normal," or risk going out of business. This video from The World Business Watch explains What the Future of Jobs Report 2023 Reveals. Due to these external pressures, US businesses invest a lot of time and resources in employee learning. According to research, businesses invested $87.5 billion in staff training. That works out to around $1,309 for each employee. In-person instruction makes up 40% of training delivery 7 in classrooms, followed by blended learning (33%), online learning (29%), mobile learning (10%), and social learning (4%), which combines face-to-face instruction and technology delivery. Generational Differences: Fiction Not Fact? According to the media, five generations are represented in the workforce; each generation is thought to have distinctive qualities and traits in common with the others. Table 1.3 of your textbook lists each generation's birth year, nicknames, and age. Check out some of the characteristics proposed to describe each generation. For instance, Gen Z, or people between 11 and 26, is said to be more reliant on tablets and smartphones for communication and learning than millennials, who are between 27 and 42. The "Me" generation, or baby boomers, are known as being competitive, hardworking, and concerned with treating all employees fairly. Baby boomers are generally between 69 and 77 years old. Benefiting from Diversity, Equity, and Inclusion The issues with diversity, equity, and inclusion in American businesses have come under increased scrutiny as a result of the passing of George Floyd, #MeToo, the Black Lives Matter movement, verbal and physical abuse of Asian Americans, the multigenerational workforce, and the COVID-19 pandemic. Diversity can be viewed as any characteristic that sets one individual apart from another. Equity is fair treatment, access, equal opportunity, and progress for all employees while working to find and remove obstacles that have hindered some groups from fully participating in society. To accomplish their best work, employees must feel like they belong, respect one another, and care about others. This is what inclusion entails. By embracing 8 diversity, businesses can benefit from the variety of their consumers, suppliers, and community partners. Reflect and Respond Consider your present (or former) employer's training practices and how they relate to the goals of the company. A possible example response might be the following: The training goals in my current job are in line with the business's mission. For instance, our goal of enabling inventors to do their best work is used to support new learning and training opportunities and maintain the creative spirit within each of us. Case Study: Zappos: Facing Competitive Challenges At the end of each chapter of your textbook is a case study pertaining to the content discussed in that chapter. Read the case study and answer the questions that follow. Check your answers with those provided here. Then, move onto your next reading assignment before reading the rest of the chapter in your textbook. Check Your Answer Case Study: Chapter 1 Zappos: Facing Competitive Challenges 1. What challenges discussed in the chapter will have the greatest impact on Zappos's continued success as an online retailer? For each challenge you identify, explain how training and development can help Zappos overcome them. There are a number of challenges that may have a significant impact on Zappos. Below are examples of four such influences: 9 • Economic Cycles: During the pandemic, more and more people shopped online. Thus, more specialized training is needed to help employees deliver the service with exceptional quality. • Globalization: The company likely faces intense competition. Training catered to online retail can help employees develop customer service skills and operating efficiencies specialized for an online retail environment. • Changing Demographics and Diversity of the Workforce: Training should focus on diversity, equity, and inclusion for both supervisors and employees. The company and consumer base are very diverse; and training which highlights the importance of diversity, equity, and inclusion is paramount for continued success as a company. • Talent Management: Training should focus on recruiting and selection, training and development, and performance management for supervisors; the company should also have an effective boarding program to socialize employees into the company. 2. Which of Zappos’s ten core values do you believe training and development can influence the most? The least? Why? The values that training and development can most influence include Delivering Wow Through Service, Pursue Growth and Learning, Build Open and Honest Relationships with Communications, Build a Positive Team and Family Spirit, Embrace and Drive Change, and Do More With Less. For example, training employees to develop interpersonal skills such as teamwork, change management, communications, and lean operations can help support these values. Creation of the Zappos.com library supports the company’s Pursue Growth and Learning value. 10 The values of a more affective nature (Be Humble, Be Passionate and Determined, and Create Fun and a Little Weirdness) are more difficult to train and are more inherent in the employees themselves. Employee selection may be particularly relevant to hiring the right individuals who embrace such values. That said, new hire orientation programs may be of value to socialize employees to these values. 3. Do you think that employees at Zappos have high levels of engagement? Why? Do you think their level of engagement remained high throughout the pandemic? Justify your position. Zappos’s employees seem to have very high levels of employee engagement. The company has a positive organizational culture that's characterized by fun, growth, learning, team spirit, and freedom. The company uses monthly engagement surveys to obtain feedback from employees, the results from which are reflected on and acted upon by administrative staff appropriately. On one hand, employees’ engagement levels may have decreased during the pandemic if they were working from home. Zappos has a unique culture, and telework may have negatively impacted this fun culture. On the other hand, given that most of the employees’ work involves interacting with customers on the phone, they still might have been engaged appropriately during the pandemic. Key Points and Links Key Points • An organized company effort to facilitate the acquisition of job-related competences, knowledge, skills, and attitudes is referred to as training. • Employees should master the knowledge, skills, and attitudes during training in order to use them in the workplace. 11 • Numerous internal and external elements that affect planning and strategy for staff training are faced by organizations. • Different informal and formal techniques of instruction are available to employees. • All successful staff training initiatives are built around the design of instructional systems. Links • Don’t Break the Bank • What the Future of Jobs Report 2023 Reveals Review Questions: Chapter 1 Questions for Review and Discussion At the end of each chapter of your textbook are Questions for Review and Discussion. To check your understanding of the material in this section, complete these questions. Check your answers with those provided here. Check Your Answer Discussion Questions: Chapter 1 1. Describe the forces affecting the work place and learning. How can training help companies deal with these forces? A number of forces are impacting the workplace and learning, including: economic cycles, globalization, customer service and quality emphasis, talent management, new technology, increased value placed on human capital, focus on business strategy, changing demographics and diversity, and high-performance work systems. 12 Training can improve professional conduct, improve job performance by teaching new techniques and skills, and increase a company’s productivity and customer satisfaction. 2. Discuss the relationship between formal training and development, informal learning, and knowledge management. How are they related to learning and creating a learning organization? Formal training and development refers to training and development programs, courses, and events that are developed and organized by the company. Typically, employees are required to attend or complete these programs, which can include face-to-face training programs (such as instructor-led courses) as well as online programs. Informal learning is also important for facilitating the development of human capital. Informal learning refers to learning that's learner initiated, involves action and doing, is motivated by an intent to develop, and does not occur in a formal learning setting. Informal learning occurs without a trainer or instructor, and its breadth, depth, and timing is controlled by the employee. Knowledge management refers to the process of enhancing company performance by designing and implementing tools, processes, systems, structures, and cultures to improve the creation, sharing, and use of knowledge. Knowledge management contributes to informal learning and human capital development. 3. What steps are included in the training design model? What step do you think is the most important? Why? Step 1 is to conduct a needs assessment, which is necessary to identify if training is needed. Step 2 is to ensure that employees have the motivational and basic skills necessary to master the training content. Step 3 is to create a learning environment that has features necessary for learning to occur. 13 Step 4 is to ensure that there's the necessary support in the work environment for trainees to apply training content to their jobs. Step 5 is to develop an evaluation plan. Developing an evaluation plan is important to determine if training worked, how it can be improved, and how training affects the “bottom line.” Step 6 is to choose the training method based on the learning objectives and learning environment and to deliver training. Step 7 is to evaluate the program and make changes in it or revisit any of the earlier steps in the process. All of the steps in the model are important. Students’ answers regarding which step is most important will vary based on their individual perspectives. 4. What are intangible assets? How do they relate to training and development? Intangible assets consist of human capital, customer capital, social capital, and intellectual capital. Intangible assets have been shown to be responsible for a company’s competitive advantage. Training can help a company’s competitiveness by directly increasing the company’s value through contributing to intangible assets. Intangible assets are equally as valuable as financial and physical assets, but they are not something that can be easily imitated or duplicated. 5. How are companies using training and development to benefit them in today’s economy? A wide variety of examples were presented in the chapter discussing how training and development has helped organizations succeed in today’s economy. Companies are using training and development to help them combat a host of challenges associated with the global pandemic, develop new products and services, retain employees, help individuals utilize new technologies, and to promote workforce diversity, equity, and inclusion. These concerns have affected 14 companies in several different business sectors, and training and development has helped them succeed. Students should provide examples from some of the companies detailed in the chapter, as numerous examples were provided throughout. 6. What's agile learning design? What advantages does it have over traditional instructional design? To overcome the limitations of the ISD model, companies are starting to use agile learning design. Agile learning or agile instructional design refers to any approach to training development that focuses on speed, flexibility, collaboration, repeated review, and reuse of existing content, if appropriate. Course development occurs in what are known as “short bursts” or “sprints.” There are likely several of these sprints involved for each part of a course. Each “sprint” includes planning, designing, developing, testing, deploying, reviewing, and launching. The process starts again for each element of the course and ends when the entire course is complete. Agile learning design is advantageous due to its relative speed and flexibility. 7. Explain digital learning. How can it benefit companies? Employees? What are some of its potential limitations? Digital learning refers to learning that can occur daily in the work setting using devices such as smartphones, tablets, and computers. Digital learning can be enabled by the company when it provides access to specific learning activities such as courses, videos, or discussion boards. Digital learning can also occur spontaneously when employees search the Internet, search for videos on YouTube, or interact with others on social media. Companies are embracing digital learning because it allows them to create a workplace where employees can engage in continuous learning focused on upskilling and reskilling. It can help 15 employees solve problems and communicate and collaborate with peers, and it gives employees control over learning. A limitation of digital learning is that it may put too much control in the hands of employees, which may be problematic if they are not highly motivated to learn. 8.Which of the training professionals’ roles do you believe is the most difficult to learn? Which is easiest? Student answers would vary. • The learning strategist determines how workplace learning can be best used to help meet the company’s business strategy. • The business partner uses business and industry knowledge to create training that improves performance. • The project manager plans, obtains, and monitors the effective delivery of learning and performance solutions to support the business. • The professional specialist designs, develops, delivers, and evaluates learning and solutions. These roles are included in jobs such as organizational change agent, career counselor, instructional designer, and classroom trainer. 9. What's the relationship among diversity, inclusion, and equity? • Diversity can be considered any dimension that differentiates one person from another. • Equity refers to fair treatment, access, equality of opportunity, and advancement for all employees, while at the same time striving to identify and eliminate barriers that have prevented the full participation of some groups. • Inclusion refers to creating an environment in which employees share a sense of belonging, mutual respect, and a commitment to others so they can perform their best work. 16 10. Describe the training courses that you have taken. How have they helped you? Provide recommendations for improving the courses. As answers will vary from student to student, try to identify similarities and differences in their responses. Emphasize that training courses can be improved by following the ISD model. 11. How does training differ between companies that are considered BEST Award winners and those that are not? • Alignment of business strategy with training • Visible support from top management • Efficiency in training through process improvement, technology, and outsourcing • Providing all employees with access to training on an as-needed basis • A variety of learning opportunities provided • Measurement of training effectiveness • Use of non-training solutions where appropriate 12. How has the pandemic influenced current and future training practices? The pandemic has influenced training is a variety of ways. For example: • Many companies have retooled their operations to provide new products and services, requiring new training • New training in health and safety protocols has become paramount • Individuals who were unemployed will need to become re-socialized into the workforce • Unemployed individuals may be reentering the workforce in new jobs, requiring training to acquire new knowledge and skills • Employees need to be trained in how to work virtually and to maintain appropriate worklife balance 17 • More and more training will be conducted digitally 13. Explain how training relates to attracting new employees, employee retention, and motivation. Training is an effective means to attract talented employees who seek to advance their careers. Extensive training may also draw individuals to organizations when individuals lack certain skills or are seeking a career change. When employees are properly trained, they possess the knowledge, skills, and abilities to successfully perform their job responsibilities. In this regard, employees may be more apt to remain with an organization. Finally, when employees see ongoing training opportunities, they may be more likely to remain with an organization because such training may lead to long-term employment prospects. 14. What's the relationship between talent management and employee engagement? What role can training and development practices play in keeping employee engagement high? Explain. Talent management can serve to enhance employee engagement. Talent management gives employees an opportunity for personal growth within the company and allows them to perform their current jobs well. Training is one key part of the talent management process. It should be noted that training opportunities need to be well designed and job relevant. If not, employees may be disengaged and perceive training as a waste of time. Describe the Importance of Strategic Planning in the Training and Development Process Strategic Planning in the Training Process Read this assignment. Then, read Chapter 2 of your textbook. Best Buy: Training Helps Enrich Lives Through Technology 18 Because you bought a computer, smartphone, or television from them online or in one of its stores, you may be familiar with Best Buy. Best Buy has businesses in the United States, Mexico, and Canada and employs 125,000 full-time, part-time, and seasonal workers. Its headquarters are located outside of Minneapolis, Minnesota. Customers typically have the choice of shopping online, going into a store, or having a specialist visit their home. However, Best Buy was forced to convert all of its locations to a contactless, curbside-only strategy due to the COVID-19 pandemic. This enabled Best Buy to provide clients with the required technology so they could work and securely learn from home. Learning as a Strategic Focus Organizations today understand how crucial continuing and strategic learning is. By keeping this in mind, businesses can compete on a global level, presenting the best products and services, and developing new ideas for the future of work. You'll discover how the training and development process works in most firms in this section. The Learning Organization Learning organizations have increased their emphasis on learning that's in line with company objectives to maximize training investments. Employees can enhance their knowledge and skills in these firms thanks to a strong learning culture. Leading businesses have transformed into learning organizations, which have the benefits of being more flexible to shifting industries, technologies, and employee competencies. Employees are encouraged to seek out, share, and use new information in learning organizations. Watch this video Why is Becoming a Learning Organization so Important?. The key features of a learning organization include the following: 19 • Management encourages employee ideas for improving processes. • There's a wide range of learning opportunities and career paths. • Diversity, functional roles, and cultural perspectives are appreciated. • Open dialogue means employees feel safe expressing their ideas. • Learning aligns with company goals and objectives. • Systems are in place to capture and share learning content. • Employee learning is recognized, rewarded, and promoted. The failure of ideas is viewed as an essential component of learning, which is one of the most significant characteristics of the learning organization. Employees are expected to regularly analyze their performance with management and come up with ways to stop mistakes from happening again. Strategic Training and Development Process Every corporation must vouch for the necessity of employee growth and training. Goals are established and performance is tracked during some firms' formal strategic planning process, known as a proactive strategy. Many smaller firms could employ a reactive strategy, where they merely prepare to accomplish short-term objectives and handle issues as they arise. Because proactive businesses are better equipped to handle issues as they arise, proactive strategies are always preferred to reactive ones. In order to plan the strategy for the training and development process, a straightforward model is required. Figure 2.1 in the textbook serves as an example of this concept. Business strategy, strategic training and development, training and development activities, and training are the four pillars of strategic planning. 20 Business Strategy An organization's business strategy is the first step. This strategy consists of the business's mission, goals, and vision in order to lay the groundwork for learning. An assessment of the company's internal and external strengths, weaknesses, opportunities, and threats is included in the SWOT analysis. Strategic Training and Development During the planning stage, the firm must connect training activities to business plans, which may need a multi-level strategy. The business considers the business environment, how ready it is for the learning concepts, the learning resources available, and the potential consequences. Training and Development Activities The organization decides how and where the employees will receive training after choosing and developing the training and development topics. Although there are numerous ways to distribute the training materials, the majority of firms choose blended online and on-the-job training. Performance Goals The evaluation, testing, and improvement of training methodologies is done when performance targets are specified. Less staff turnover, improved customer satisfaction scores, and increased organizational innovation are all possible outcomes of training. Organizational Factors that Influence Training Each organization is unique and has its own needs, competencies, industry norms, and purpose for being, all of which can have an impact on training. From an organizational perspective, the following are a few aspects that may affect training: • Company size—The type of training techniques utilized to support staff training depends on the size of the company. While larger, more complicated corporations do formal 21 training, smaller businesses typically have more informal training programs. Employees are more inclined to train other employees in smaller businesses. • Employee and managerial roles—Managing an employee's performance can be difficult, and part of that process involves figuring out where they might improve. To assist subordinates in improving their problem-solving abilities and using self-directed learning activities to acquire skills, many management-level personnel have taken on coaching positions. Employee opinions on training materials and suggestions on ways to enhance their overall work experience are solicited. • Upper management support—In order for staff training and development to be successful, there must be support and encouragement from the organization's highest management levels. • Business unit integration—Employees must be trained to grasp all facets of production and teamwork because there are many abilities that overlap in organizations with highly linked departments. • Global market—Training and design may be influenced by market conditions on a global scale. Employees that have the training and preparation to manage new positions, tasks, languages, and cultures are needed as businesses continue to expand into international markets. This includes a rising number of workers who telecommute. • Business conditions—Numerous factors can affect the requirement for training and development on the general labor market. These circumstances include joblessness, a lack of qualified workers, a decline in the number of experienced workers owing to retirement, and modifications to tax and unemployment legislation. Due to a lack of skilled workers, more new hires will require training to learn new skills at work. 22 • Unionization—Certain industries may demand longer, more structured, and official training programs for employees due to the presence of labor unions. The quality of these is checked in accordance with union norms. Business Needs and Training Stages It's important to mention that organizations are in various stages of growth too, which influences the need for specific types of training. Your text illustrates the four stages of business development—concentration, internal growth, external growth, and disinvestment. See Table 2.7 to become familiar with the reasoning behind different types of training focuses. • Increasing market share, cutting costs, or establishing and preserving a market niche for goods and services are the primary objectives of a concentration strategy. • Innovation, mergers, joint ventures, and developing new markets and products are the main components of an internal growth strategy. Finding and nurturing talent is challenging for businesses with an internal growth plan. • An external growth strategy strongly emphasizes buying companies that will help the corporation enter new markets, such as vendors and suppliers. • A disinvestment strategy places a strong emphasis on corporate liquidation and divestiture. Companies that are divesting need to teach staff members how to obtain jobs, and they also need to concentrate on cross-training the remaining staff members who might end up with roles with growing responsibilities. Organizational Training Models & Competencies Every company must choose the appropriate method for overseeing employee training. Directors of management and human resources evaluate training to determine the necessity for specialized 23 training. Once this is finished, HR either collaborates with an internal learning and design (L&D) team or contracts with an L&D firm. The learning materials are produced by the L&D team and HR, who then deliver them on the most efficient platform. The ATD Competency Model, developed by the Association for Talent Development (ATD), was first released in 2014. The example outlines the abilities and information that professionals in talent development need to succeed both now and in the future. It captures changes brought about by globalization, economic factors, demographic changes, and social, mobile, and digital technology. All professionals who manage corporate learning are expected to have the following skills: • Establish a vision • Establish strategies • Implement action plans • Develop and monitor the budget • Manage staff • Model leadership in developing people • Manage others • Manage and implement projects • Manage external resources • Ensure compliance with legal, ethical, and regulatory requirements More companies are seeing the value of creating corporate universities, which are an extension of the learning organization. These corporate universities can have a physical presence, such as a success center onsite, and a virtual presence of online coursework. 24 Companies that ensure that their learning functions remain centralized and internal to the organization are using the business-embedded learning function. This function is categorized as meeting five criteria: 1. Strategic direction 2. Product design 3. Structural versatility 4. Product delivery 5. Results accountability To ensure that the training fits the aforementioned criteria, skilled learning and design specialists collaborate closely with stakeholders inside the company. Change Management in Employee Learning Even when management and staff members are in favor of the changes, it might be challenging to put them into practice. You should be ready for some opposition to the adjustments. Find out who is opposed to the change and why first. People who are opposed to the change might have a good reason. It's best not to write them off as bad team players because of this. You should address people's worries and explain the changes' justifications. You ought to be able to give examples of how the employees will benefit both personally and organizationally. You can use either one of two approaches alone or in combination with the other to carry out your change management plan. The goal of the organizational development department in certain larger firms is to implement strategic plans across the whole company. In this situation, you will inform the development department of your plan, which will aid in its execution. The organizational development strategy may also be outsourced. Smaller companies frequently employ this strategy. Numerous businesses prioritize organizational development and personnel 25 training. These businesses provide products that can be applied in practically any type of business. The disadvantage of this approach is that the programs aren't tailored to the unique objectives and context of your firm. The majority of firms mix these two approaches for the best implementation of their strategic plans. Reflect and Respond Review the Orkin website to explore how it trains its employees. Consider the ways the company encourages learning as part of its strategic advantage. How can companies in other industries create similar training programs? A sample answer may include the following: Orkin teams up with Purdue University to offer accredited training by professionals in their field. Other companies can also create “simulated” training, which offers a practice environment where the employee can make mistakes and see the results of those mistakes, enhancing the learning process. Case Study: Learning at iCIMS Check Your Answer Case Study: Chapter 2 Learning at iCIMS 1. What aspects of learning at iCIMS are strategic? Many aspects of learning at iCIMS are strategic because learning is supported by top management with the appropriate resources, goals, and support systems. • iCIMS made a strategic design to offer courses internally and through external vendors (for example, LinkedIn Learning). • The company has a dedicated learning budget for each department. 26 • The company has overarching learning-centered goals and dedicated strategic learning partners. • Managers and employees are expected to be ongoing learners and are rewarded for their learning efforts. 2. What other information do you need to know to more holistically evaluate whether learning is strategic or not? Information about the company’s business strategy and the types of learning activities corresponding to its overall strategic direction is necessary. For example, what learning initiatives are higher-level and intended to support the organization overall? In addition, evaluation data would be valuable for examining the extent to which the company’s learning efforts lead to better organizational results and return on investment (ROI). If the company evaluates its learning efforts, it's demonstrating that it's concerned about the strategic impact of learning. More significantly, this process will shed additional light on whether the investments in learning are contributing to the company’s intended objectives. Case Study: Alexa, Tell Me About Learning at Amazon.com, Inc. Check Your Answer Case Study: Section 1 Alexa, Tell Me About Learning at Amazon.com, Inc. 1. Which forces or challenges influencing working and learning will Amazon's efforts help to overcome? Explain your choices and their supporting rationale. • Amazon’s efforts will help to recruit employees in times of tight labor market conditions. • Similarly, Amazon’s efforts will also help improve its employer brand. • Its efforts should help to combat the challenges of employee retention. 27 • In addition, Amazon’s efforts will help to overcome a skills deficit, both within the company and the communities where it focuses its outreach efforts. 2. Does learning at Amazon support its business strategy? Explain your answer. It appears that learning at Amazon supports the company’s business strategy. Amazon is confronted with a number of business challenges (as explained in the previous question), and its learning efforts seem to be aligned with combating these challenges. These investments in learning appear to be quite significant and are presumably supported by top management. Given this commitment of resources and support, learning efforts seem to be aligned with the company’s strategic efforts. 3. Provide Amazon with a recommendation regarding the metrics it should collect to show the success of its training and education efforts. List the training and education initiative and the metrics you recommend for it. Provide a rationale for the metrics you recommend. The following are some metrics that could be used to show the success of Amazon’s efforts: • Recruiting and retention rates: These efforts should attract people to the organization and cultivate a more positive, long-term work environment. • Employee satisfaction and commitment scores: Given that the learning efforts should create a more favorable work environment, it could be valuable to examine employee satisfaction and commitment scores. • Promotion rates: With greater learning, more individuals should be promoted from within because they have the requisite skill sets for higher-level positions. • Customer satisfaction scores: These efforts should lead to greater service quality. 28 • Number of positive media stories: Regarding its outreach efforts, the company should track and quantify the number of positive media stories written about the company’s investments in learning . Key Points and Links Key Points • In every market, learning organizations have an advantage. • The results of corporate learning can be influenced by a wide range of internal and external influences. • When determining the need for training, organizational leadership must either use a proactive strategic process or a reactive strategic process. • It's crucial to employ the proper teaching strategy. While determining the need for training, organizational leadership must use a proactive or reactive strategic approach. • To encourage engagement from the workforce, it's imperative to offer the appropriate kind of learning experience. • The Association for Talent Development (ATD) has created standards for corporate training that outline the knowledge and skills needed by professionals to succeed in their particular fields both now and in the future. Links • Why is Becoming a Learning Organization so Important? • Orkin Training Certification Review Questions: Chapter 2 Check Your Answer 29 Discussion Questions: Chapter 2 1. How would you expect the training activities of a company that's dominant in its product market to differ from those of a company that emphasizes research and development? A company that's dominant in the product market may likely adopt an “academy” model that involves developing current employees to fill new positions and managerial roles. However, a company that's more focused on research and development may likely adopt a “baseball team” model by luring employees away from competitors or by hiring graduating students with specialized skills. These companies are more apt to “buy skills” as opposed to “making them.” Furthermore, companies with a dominant market share likely focus on efficiencies; whereas research and development companies focus on innovation and creativity. 2. What do you think is the most important organizational characteristic that influences training? Why? Student answers will vary. However, while numerous organizational factors may impact the training function, top management likely plays the most significant role because top management provides the overall architecture and support for the training function. Top management may assume a variety of roles in support of training, including: • Setting a clear direction for learning • Providing encouragement and resources • Taking an active role in governing learning • Developing or teaching new programs • Serving as a role model by demonstrating a willingness to learn • Promoting learning through various communication channels 30 3. Why could the business-embedded learning function be considered the best way to organize training? In the BE model, all persons who are involved in the training process communicate and share resources, offer a menu of learning options, and deliver training at the work site. An important characteristic of the BE model is its customer focus which gives it an edge over other models. The number of trainers in BE training functions varies according to the demand for products and services. The trainers not only have specialized competencies, but can also serve as internal consultants, providing a wide range of services (for example, needs assessment, content improvement, customization of programs, results measurement). 4. Schering-Plough HealthCare Products decided several years ago to expand its product lines by developing pocket-size sticks and sprays of Coppertone sun blocks, previously only available as a lotion packaged in squeeze bottles. The company placed a strategic emphasis on developing markets for this product. The company knew from market research studies that its Coppertone customers were already using the product in its original squeeze container to prevent sun burn. Due to increased awareness of the dangers of excessive skin exposure, customers who had not previously used sunblock except when at the beach, were looking for a daily sunblock product. Company managers reasoned that their market could be expanded significantly if the product were repackaged to fit conveniently in consumers’ pockets, purses, and gym bags. Identify the business strategy. What training needs result from this strategy? What are the training implications of this decision for (1) manufacturing and (2) the sales force? The business strategy adopted is internal growth strategy. Companies focusing on internal growth strategy focus on modifying existing products and creating new or different products. 31 High-quality communication of product value and conflict negotiation skills can be implemented for the sales force. According to the text, the key issues and training implications for this strategy include the following: Key issues • Creation of new jobs and tasks • Innovation • Talent management Training implications • High-quality communication of product value • Development of organizational culture that values creative thinking and analysis • Technical competence in jobs • Specialized programs In this particular context, innovation and creativity would be particularly important. 5. Which strategic training and development initiatives do you think all companies should support regardless of economic conditions? Why? Common strategic initiatives include: • Diversify the learning portfolio—provide more training than traditional programs • Expand who is trained—provide more training to more groups of employees • Accelerate the pace of learning—provide more just-in-time training • Improve customer service—training should place a greater emphasis on service competencies • Provide development opportunities and communicate with employees—ensure employees recognize they have opportunities to learn and grow 32 • Capture and share knowledge—capture and share knowledge to ensure it's not lost if key employees leave • Align training with the company’s direction—link training to strategy • Ensure that the work environment supports learning and transfer of training—ensure there exists a positive learning climate for training Students answer will vary. It's important to flesh out “why” they believe specific initiatives are more important than others. Students could also consider which initiatives are more important in different industries and for different groups of employees. 6. Are any of the strategic training and development initiatives more important for small business? Explain. Students’ answers will vary. In one respect, small businesses may need to “diversify the learning portfolio” by providing more personalized learning opportunities and encouraging more informal learning. They may also need to “expand who is trained” by providing more learning opportunities for non-managerial employees. Furthermore, they may need to “capture and share knowledge” because key knowledge may be held by only a few individuals. Knowledge may be captured and shared in the event that key employees leave the organization. 7. How can a training function support a business strategy? There are both direct and indirect links between training and business strategy and goals. Training that helps employees develop the skills needed to perform their jobs directly affects the business. Certain competencies may be particularly important in organizations (innovation, creativity, and service quality), and training may be central to enhancing them. Furthermore, giving employees opportunities to learn and develop creates a positive work environment, which supports the business strategy by attracting, motivation, and retaining key talent. 33 8. How does the strategic value of jobs and their uniqueness influence how training and learning resources are invested? Uniqueness refers to the extent to which employees are rare, specialized, and not highly available in the labor market. Strategic value refers to employee potential to improve company effectiveness and efficiency. These dimensions can be crossed to characterize four types of employees: Highly valued and unique employees are known as knowledge-based employees. Because knowledge-based employees possess valuable and unique skills, the company is expected to invest heavily in training and developing them, especially in developing skills specific to the company’s needs Highly valued employees who are not unique are known as job-based employees. Job-based employees are likely to receive less training than knowledge-based employees because although they create value for the firm, they are not unique. If they receive training, it would tend to focus on skills that they need to perform their jobs. Their development opportunities will be limited unless they have been identified as outstanding performers. Employees with low value and uniqueness are known as contract employees. The training for contract workers likely would be limited to ensuring that they comply with company policies and legal or industry-based licensure and certification requirements. Unique employees with low value are known as alliance/partnership employees. Because they are not full-time employees of the company but provide valued services, training for alliance/partnership employees tends to focus on encouraging them to share their knowledge and using team training and experiential exercises designed to develop their trust and relationships with job-based and knowledge-based employees. 34 9. What is human capital? How is human capital influencing the changing role of training from skill and knowledge acquisition to creating and sharing knowledge? Human capital includes cognitive knowledge (know what), advanced skills (know how), system understanding and creativity (know why), and self-motivated creativity (care why). Human capital may be developed through both explicit and tacit knowledge. Explicit knowledge refers to knowledge that's well documented, easily articulated, and easily transferred from person-to-person. Examples of explicit knowledge include processes, checklists, flowcharts, formulas, and definitions. Tacit knowledge refers to personal knowledge based on individual experiences that's difficult to codify. Both types of knowledge are important, but tactic knowledge is commonly thought to be of greater strategic importance. Explicit knowledge can be taught through formal training programs, but tacit knowledge largely requires informal learning by sharing experiences with others. Informal learning requires that individuals interact with one another to share experiences, coach one another, and provide feedback. To help facilitate informal learning, companies have to provide the physical space and technology to encourage employee collaboration and knowledge sharing. 10. How could SWOT analysis be used to align training activities with business strategies and goals? SWOT analysis involves an analysis of the company’s operating environment to identify opportunities and threats as well as an internal analysis of the company’s strengths and weaknesses including people, technology, and financial resources. Armed with the information from the SWOT, training could help to improve any performance deficiencies and facilitate the development of additional strategic competencies. 35 11. What are the training implications of the increased use of teams to manufacture products or provide services? If companies are using teams to manufacture goods and provide services, team members need training in interpersonal problem solving and team skills, such as how to resolve conflict and give feedback. Team members may also receive training in skills needed for all positions on the team (cross training), not just for the specific job they are doing. To encourage cross training, companies may adopt skill-based pay systems, which base pay rates on the number of skills they are competent in rather than what skills they are using for their current jobs. 12. How would you design a corporate university? Explain each step you would take. The following are the steps involved in creating a corporate university: • A governing body is formed by senior managers • A vision statement is developed • Funding sources are determined • The degree to which all training will be centralized is assessed • The needs of the university customers are identified • Products and services are developed • Learning partners are selected • Technologies to train employees more effectively are developed • Learning is linked to performance improvement • The value of the corporate university is communicated to potential customers 13. What are the advantages and disadvantages of a centralized training function? 36 Advantages – (1) ownership of training to one organization; (2) elimination of course and program variation and duplication; (3) stronger alignment with business strategy; (4) development of a common set of metrics or scorecards to measure and report rates of quality and delivery; (5) streamlined processes; (6) cost advantage in purchasing training from vendors and consultants because of the number of trainees who will be involved; and (7) integration of programs for developing leaders and managing talent with training during times of change. The most significant disadvantage is that the training function may not be in touch with the unique needs of different constituents. 14. How does a rapidly changing business environment influence training outsourcing? Explain. In a rapidly changing business environment, companies may seek to outsource more of their training. Because knowledge and skill demands may change quickly in a dynamic business environment, external vendors may potentially be better able to offer needed training because companies may not have the time and expertise to develop content in-house. However, in rapidly changing business environments, it's also possible that vendors don't have the needed training content developed. In this regard, companies may need to create and deliver training themselves. 15. What is a training “brand”? Why is it important? How does it relate to marketing the training or learning function in an organization? A brand includes the “look and feeling” of the training function that's used to ensure that training is valued by managers and employees. Marketing the training function is important to help create this “look and feel.” A number of strategies discussed in the text include: • Involving the target audience in developing the training or learning effort 37 • Demonstrating how a training and development program can be used to solve specific business needs • Showing an example of how training has been successfully used to solve specific business needs in the past • Identifying a "champion" who actively supports training • Listening and acting on feedback received from clients, managers, and employees • Advertising on e-mail, on company websites, and in employee break areas • Designating someone in the training function as an account representative who will interact between the training designer and the "customer" • Determining what financial metrics top-level executives are concerned with and showing how training will help improve these • Speaking in terms that employees understand; avoid technical jargon • Winning a local or national training industry award or recognition • Publicizing learner or manager success stories or feature those who have earned certifications or degrees using newsletters or websites • Sending workforce segments (for example, managers, employees, business units) customized communications emphasizing the value of training emphasizing "what's in it for me" 16. What does “change” have to do with training and learning? What four change related problems need to be addressed for a new training program to be accepted by employees? Change has relevance for training because it may help employees develop competencies relating to the forces of change. There are many reasons why companies are forced to change, including the introduction of new technology, the need to better take advantage of employee skills and 38 capitalize on a diverse workforce, or the desire to enter global markets. In addition, training may be necessary to help overcome employee resistance to change. Employees may resist change, and training may help shape more favorable employee attitudes, when designed properly. The four key change-related problems include the following: • Resistance to change refers to employees’ unwillingness to change. • Control relates to employees’ ability to obtain and distribute valuable resources. Changes can cause employees to have less control over resources. • Power refers to the ability to influence others. Managers may lose the ability to influence employees as employees gain access to databases and other information. • Task redefinition relates to changes in roles and job responsibilities. Employees may not only be asked to participate in training, but also take on new responsibilities. Compare How Training Program Analysis, Learning, and Motivation Impact the Performance of Employees Needs Assessment Read this assignment. Then, read Chapter 3 of your textbook. Needs Assessment at NTT and Tata Consultancy Services An essential initial step in developing new training programs or updating current ones is needs analysis. Consider how Tata Consultancy Services and NTT employ needs assessments. Global technology services provider NTT is headquartered in London, England. A skills matrix is used by NTT's training and development team to monitor present and future learning requirements for critical positions and tasks. A scale of 1 to 5, is used to ask employees to rate their aptitude for various tasks. The ratings are verified by their managers, who also have the authority to modify them following talks with the staff. 39 Learning Needs Assessments and Analysis Before any training is created, staff skills must be thoroughly assessed. This entails a skill inventory and learning needs assessment, as well as an analysis to identify any gaps. Using this requirements analysis, employers can identify areas for learning and develop training that focuses on particular aspects of employee performance. Validating Training The assessment assesses whether training is a viable answer because it's expensive and timeconsuming to produce training. In the subject of employee performance, these are frequently referred to as "pressure points." The following table lists a few typical justifications for creating training. Factor Reason Legal updates Compliance New technology Knowledge New clients Requirements Quality improvement Skill building Product changes and updates Knowledge New skills or job types Knowledge Industry standards Compliance Training Participants Participants in the training assessment process should include all interested parties or those who may be impacted by the company. Employees, management, and human resource executives are stakeholders. The need for training is largely recognized by both employees and 40 management. Leaders in human resources offer advice on where to concentrate for improved employee performance. The materials for the learning and design process are provided by upper leadership. Together with subject matter experts, an outside consulting firm evaluates training needs. Finally, the end users and trainers have a chance to evaluate the effectiveness of the training. The evaluation focuses on three main areas: task analysis, organizational effect, and employee requirements. See Figure 3.1 in your text for a detailed breakdown of the stakeholder process. Methods Used in Training Assessments Training needs analyses can be carried out using a variety of techniques, each with advantages and disadvantages. None of these approaches is inherently good or bad. To more carefully monitor training and pinpoint areas where additional training might be generated, they should be merged. The following are examples of these techniques: • Observations—Consultants observe workers and report results. This is less disruptive than other methods, but is still a tedious process. • Surveys—Employees are asked to provide information about their work experience and the need for training. It can encourage dialogue, but it's also difficult to get employees to take part. • Interviews—Individual subject matter experts are asked to share training information and where gaps exist. They can break down complex topics for learners. This may not apply to all employees or departments. 41 • Focus groups—Small groups of employees are asked to talk about training needs and identify training priorities. Not everyone agrees on training subjects or how to do things, and some may have personal agendas to meet. • Documentation review—All available training material is reviewed and organized. It's ineffective if employees withhold training material or if there are no SMEs to explain gaps in documentation. • Technology—This includes the use of data management tools to collate and identify electronic training data, look for performance issues, and errors in systems. But, it removes the human side of things. • Historical data—A review is performed of data related to employee performance only; it has a narrow focus instead of looking at the current situation. Training Needs Assessment Process Explained Organization, person, and tasks are the three components of the equation that motivates and enhances employee performance that are examined during the training needs assessment process. The need for fresh or updated training can be seen in any one of these areas. Organizational analysis usually takes place first because of the requirement of time and resources to be allocated to developing training. Task analysis and people analysis can happen independently or simultaneously. Study Figure 3.2 in your text, which explores the needs assessment procedure, for a moment. • In organizational analysis, the company gains input and support from stakeholders. A training budget and deadline are created. Training resources are allocated for the strategic 42 purpose of improving the performance and learning experience of employees. Or the company may decide to recruit talent with the skills that are currently lacking. • Person analysis evaluates the performance of employees and management, along with the data gathered via focus groups or surveys. Human resources conduct a gap analysis to identify which employees need training for reasons such as poor training, work performance problems, or new technology. Employee KSAs (knowledge, skills, abilities) are measured. • Task analysis determines a description of work tasks and duties for every job type. It must also include new skills if there's new technology to consider. The goal is to ensure that all employees have a set of skills that enable them to perform their assigned tasks correctly and effectively. Employees, management, and SMEs can validate tasks and break them down into smaller steps that produce task completion. Tasks, or competencies, will range from easy to very difficult for most jobs. Designing Training for Learning Preferences and Employee Motivation Employee assessments can reveal their preferences and learning preferences. Personality assessments can help employers identify the learning motivations of their staff members as well as the skills they are most interested in acquiring. Employee success depends on both the learning environment they are in and how they view learning. Take a moment to go through the following training development article for more information on what inspires workers to take control of their own growth. Employees that value learning will find it simpler to improve their knowledge and abilities, which will ultimately lead to greater success throughout their careers. This is acknowledged by a learning organization, which encourages learning activities. The most driven workers can 43 become future leaders by receiving continual professional development and learning support, which will inspire other workers to take their lead. Employees with extensive knowledge have a greater potential to learn. Regular learning might put more cognitive burden on the brain. Then, those workers are more concerned with their work and its outcomes. The Process for Person Analysis The procedure for examining the variables that affect performance and learning is depicted in Figure 3.3 of your textbook. An employee's knowledge, skill, ability, and attitudes are referred to as personal characteristics. Input relates to the directives that specify what, how, and when to be done by personnel. The resources provided to the workers to aid their performance are often called input. These resources could be in the form of money, time, or resources. The job's performance standards are referred to as output. The type of rewards that employees receive for performing successfully are referred to as consequences. The information that workers receive while performing is referred to as feedback. Reflect and Respond How can a learning evaluation help a multigenerational workforce that has varying knowledge, skills, and abilities (KSAs) promote the development of learning? A sample answer may include the following: A learning evaluation is crucial because it identifies the issues, decides if training can address them, and identifies the people who will benefit from the training. Every person will respond to training in a different way, therefore choosing the right strategy depends heavily on "who" is being trained. For the training to be successful, this assessment must take into account their level of fundamental skills, short- and long-term memory 44 capacity, social support, ability to operate digital and electronic equipment, and preferred form of communication. Case Study: Identifying Training Needs at the U.S. Department of Agriculture's Animal Plant and Health Inspection Service (APHIS) Check Your Answer Case Study: Chapter 3 Identifying Training Needs at the U.S. Department of Agriculture's Animal Plant and Health Inspection Service (APHIS) 1. In addition to the interviews, meetings with subject-matter experts, and analysis of participant feedback from an existing training program, what else could APHIS have done to conduct the needs assessment? Describe the method, and explain why you would recommend it and who would be involved. You can observe historical data to determine training needs. For example, you can examine the results of 360-degree feedback, employee climate surveys, and/or exit interviews to determine in which areas the company is doing well and where it could improve regarding management and supervision. In addition, you could collect new data from employees themselves (that is, employees whom the supervisors manage). Depending on resources and time, there could be focus group interviews or a needs assessment survey. Regarding content, the employees could be asked which skills they believe supervisors need most to improve upon and where they are performing well. Given that employees are the ones being managed, involving them in the needs assessment process would yield some potentially valuable insights for how to best design the training. 45 2. Would you recommend your method replace the existing methods or be used in addition to the existing methods? Explain. Given that data from multiple sources would yield a more holistic perspective, the additional methods could be used to supplement the other data already in use. Key Points and Links Key Points • Prior to creating training, organizations should take the time to undertake a learning assessment. • An evaluation of training has three components: organizational, person, and task analysis. • The first step in encouraging employees to learn is to involve them as stakeholders, and the last is to develop learning that respects their interests. • To establish the extent of training required, the training needs assessment must examine the organization, the person, and the work. • A training needs assessment should employ multiple data collection techniques. Links • Motivating Employees to Take Charge of Their Development Review Questions: Chapter 3 Check Your Answer Discussion Questions: Chapter 3 1. Which of the factors that influence performance and learning do you think is most important? Which is least important? 46 Student answers would vary. Person characteristics, input, output, consequences, and feedback are the factors that influence performance and learning. These factors also influence motivation to learn. It's important that students justify their responses. 2. If you had to conduct a needs assessment for a new job at a new plant, describe the method you would use. A number of methods could be used, and students should justify their choices. Below are the pros and cons of various methods to conduct a needs assessment. It's important that students not use all methods. They should be selective. Observation Advantages: relevant data; minimizes interruption of work Disadvantages: requires skill in observation; employee behavior may be affected by being observed Survey Advantages: inexpensive; can collect data from a large number of individuals; data easily summarized Disadvantages: requires time; potentially low response rates; may lack detail; only provides information directly related to questions asked Interview Advantages: good at uncovering detail; can explore unexpected issues; questions can be modified Disadvantages: time-consuming; difficult to analyze; needs skilled interviewers; can be threatening to SMEs; difficult to schedule; SMEs provide only such information they think you want to hear 47 Focus groups and crowdsourcing Advantages: useful for complex or controversial issues; can explore unexpected issues; reduces the risk that training based on needs assessment will be rejected by stakeholders Disadvantages: time-consuming to organize; group members provide only information they think you want to hear Documentation Advantages: good source of information; objective; good source of task information for new jobs and jobs in the process of being created Disadvantages: may be difficult to understand; potentially obsolete Technology Advantages: objective; minimizes work interruption; limited human involvement Disadvantages: may threaten employees; managers may use data to punish versus train Historical Data Review Advantages: provides data related to performance and practices Disadvantages: data may be inaccurate, incomplete, or not fully reflective of performance 3. If you were going to use technology to identify training needs for customer service representatives for an e-commerce clothing company, what steps would you take to ensure that the technology was not threatening to employees? Efforts should be made to communicate to the employees that the information will be used to train and not to punish them. Furthermore, if employees are completing an online survey to communicate their perceived training needs, ensure that survey responses are anonymous or confidential. In addition, highlight that general trends across all employees will be identified and that no one will be singled out personally. 48 4. Needs assessment involves organization, person, and task analysis. Which one of these analyses do you believe is most important? Which is least important? Why? Student answers would vary, and they should explain their choices. Arguably, all levels are equally important. However, individuals may place different emphases on the levels based on their experience or preference. Students with a more macro focus may select organizational analysis as most important and those with a more micro focus may select task analysis as most important. Organization analysis involves determining the appropriateness of training, given its strategy, resources, and support for training. Person analysis involves determining whether performance deficiencies result from a lack of ability or from a motivational or work-design problem. It also involves determining who needs training and employee readiness for training. Task analysis identifies the important tasks, knowledge, skills, and behaviors that need to be addressed in training. 5. Why should upper-level managers be included in the needs assessment process? Upper-level managers need to help determine if training is related to the company’s business strategy and what type of training may be required. Upper-level managers are involved in identifying the role of training in relation to other HRM practices and determining if the necessary support exists within the organization to support training. They should also determine what strategic competencies are necessary for organizational success and determine employees that would benefit most from training. It's necessary to include top management because they are central to creating the overall architecture and support for a learning organization. 49 6. Explain how you would determine if employees had the reading level necessary to succeed in a training program. How would you determine if employees had the necessary computer skills needed to use a web-based training program? A literacy audit can be used to determine employees’ basic skill levels. Employees without the necessary reading level could be identified through reading tests and reassigned to other positions more congruent with their skill levels. Remedial training can also be provided to them. The training content could also be modified. To determine if employees have the necessary computer skills needed to use a web-based training program, the company could survey employees about their computer literacy, conduct interviews with a group of employees, or create a work sample test. If employees lack the requisite skills, the training could also address how to use information technology. 7. What conditions would suggest that a company should buy a training program from an outside vendor? Which would suggest that the firm should develop the program itself? A company should buy a training program from an outside vendor if it lacks the time and expertise to do it itself. The firm would also need the financial resources to buy the training. A firm would develop the program itself if it has experts in-house who can help develop the program content and if it seeks to have greater control over the process. 8. Assume you have to prepare older employees with little computer experience to attend a training course on how to use the Internet. How will you ensure that they have high levels of readiness for training? How will you determine their readiness for training? To ensure that the employees have high levels of readiness, their motivation level and willingness to learn should be increased. Special care should be taken to see that the work environment facilitates learning and does not interfere with employee performance. Explaining 50 the benefits of computer literacy may also be helpful. Furthermore, one might consider assessing trainees’ self-efficacy regarding computer literacy and the degree of social support in the work environment to facilitate transfer. Such information could be collected either via a survey or interviews. 9. Explain the process you would use to conduct a root cause analysis of a performance problem. Training may not always be the best solution, and managers should consider a variety of issues when determining the root of performance issues. Examples of questions that should be asked include: • Do employees know how to perform effectively? • Can employees demonstrate the correct knowledge or behavior? • Were performance expectations clear? • Were positive consequences offered for good performance? • Did employees receive appropriate feedback? • Are there obstacles preventing effective performance? Do employees have the appropriate resources? • Are the right employees on the job? Do they possess the personal characteristics necessary to succeed in training? If the root of the problem is a lack of knowledge, skill, or ability, then training may be the solution. If not, managers should consider other aspects of the work environment. Furthermore, the issue may be a selection problem and not one that could be solved by training. 10. Review the accompanying sample tasks and task ratings for the electronic technician’s job. What tasks do you believe should be emphasized in the training program? Why? 51 Task Importance Frequency Learning Difficulty 1. Replaces components 1 2 1 2. Repairs equipment 2 5 5 1 4 5 2 5 1 3. Interprets instrument readings 4. Uses small tools Repairs equipment should be emphasized in the training program followed by uses small tools, as these two tasks have greater importance and are performed frequently. Furthermore, repairs equipment is one of the most difficult tasks that would require training. Interpretation of instrument reading also should be better emphasized as it's performed more often and has a higher difficulty level relative to the task of replacing components. 11. Why would we consider age and generational differences as part of needs assessment? Is this important? Explain. Discuss the types of evidence that you would look for to determine whether a needs analysis has been conducted improperly. There is biological evidence that certain mental capacities decrease from age twenty to age seventy. Short-term memory and the speed at which people process information decline as they age. With older workers, you may need to simplify training content, break training into smaller sessions, or have additional practice opportunities. Generational differences may also be important because each generation may have specific preferences for the arrangement of the learning environment, type of instruction, and learning activities. For example, older employees may prefer traditional learning methods (for example, 52 lectures), while younger employees may be more comfortable with information technology, games, and activities. In this particular context, you could determine if a needs assessment was conducted properly by surveying employees upon completion of training to determine if they found the design and delivery of training to be effective. You could also examine whether the training resulted in performance improvements. 12. Discuss the types of evidence that you would look for to determine whether a needs analysis has been conducted improperly. On one hand, one could look at the impact of training. If there were favorable reactions, learning, transfer, and results, there's evidence that appropriate material was being provided for training to the right people in the right jobs. If there are unfavorable outcomes, one could conclude that a needs analysis has not been conducted properly. In terms of the process of needs analysis, data should be collected at the person, job/task, and organizational levels. 13. How is competency modeling similar to traditional needs assessment? How does it differ? Both competency modeling and traditional needs assessment play a vital role in training and development. Both advocate a systematic approach to assessing human capital needs by focusing on the needs of the organization and specific jobs. These approaches are probably more alike than different. However, the competencies generated by competency modeling are more general and believed to have greater application to a wider variety of purposes, including selection, training, employee development, and performance management. 14. What is a rapid needs assessment? How would you conduct a rapid needs assessment so that it's valuable and accurately identifies training needs? 53 A rapid needs assessment refers to a needs assessment that is done quickly and accurately, but without sacrificing the quality of the process or the outcomes. • The scope of the needs assessment depends on the size of the potential pressure point. If the pressure point seems to be local and has a potentially small impact on the business, then the information-gathering part of the needs assessment could consist of only a few interviews with managers or job incumbents. If the pressure point will have a large impact on the business, then more information gathering should be conducted. • Consider using already available data collected for other purposes. For example, error data, sales data, customer complaints, and exit interviews might provide valuable clues as to the source of performance problems. • If a person conducting the analysis is attuned to issues facing the organization, he or she will be able to anticipate training needs. Modern Corporate Training Design Lesson 2 Overview A corporation is entrusted with developing the training and selecting a method after recognizing the need for training. In this session, you'll learn which models best suit a company's demands, as well as the basic knowledge needed to develop efficient training that satisfies teaching goals. The importance of adult learning theory in creating instructive employee training programs that encourage knowledge transfer will also be discussed. Lesson Objectives • Describe the significance of adult learning theory and how to select, develop, and implement training to meet specific learning objectives • Explain the importance and efficiency of training evaluation in brief 54 • Recognize conventional training techniques • Describe the benefits and drawbacks of using computerized training methods Explain the Purpose of Adult Learning Theory and How to Identify, Develop, and Implement Training for Specific Learning Objectives The Goal of Learning: Information Transfer Read this assignment. Then, read Chapter 4 of your textbook. It's difficult for learners to learn and apply what they have learned on the job due to tedious lectures, a lack of significant material in elearning, training that only allows for practice or feedback, and training that takes too long to finish. However, many businesses use cutting-edge teaching strategies to make training more engaging and approachable so trainees can absorb it and use it on the job. Although there are many ways to get there, the objective of learning is to apply new knowledge and skills to the workplace to be more productive. Understanding how people learn and retain information for subsequent recall is crucial since every adult learns differently. Organizations must define clear and meaningful learning objectives before implementing any learning program to comprehend the purpose of learning. Training must also be engaging and interactive to build the brain's architecture or ability to process new information (working storage). More than 2,000 shops, 1,800 managers, and 40,000 employees make up the Panda Restaurant Group, the biggest family-run restaurant chain in the country (you may be familiar with Panda Express, Panda Inn, or Hibachi-San). To fulfill its objective of "delivering excellent Asian eating experiences by developing an organization where people are encouraged to achieve better lives," the firm plans to expand to 10,000 outlets. Panda makes training investments to do this and 55 promote "Great Operations," one of the company's fundamental values. Training programs are made to keep participants interested and allow them to participate with both the training material and their peers, ensuring that participants learn. Panda employs a range of training techniques as a result, including instructor-led training, videos, e-learning, and on-the-job training. For learning transfer to take place, several conditions must be met. The business must be aware of personnel's qualifications before embracing new ideas. It's critical to evaluate each employee's prior educational experiences. To foster a learning environment, management support and buy-in are required. The course materials must apply to future duties and are simple to use. Most adults learn and retain information best through various activities that engage both their bodies and minds, with the content delivered in brief micro-lessons. Learning vs. Learned Knowing the distinction between learning and learning is crucial while creating staff training. Learning is introducing new information and ideas, and learned is the application of that knowledge to the workplace. Learning outcomes are examples of this idea. For instance, gaining linguistic skills would be necessary if having practical communication skills were a work-related skill. The capacity to manipulate and repeatedly assemble parts illustrates a production environment. This skill needs to be learned, and the way that learning happens is through practice. 56 Adult Learning Theories Explained To produce training materials for effective employees, you must first thoroughly understand how most adults learn. Various learning theories have been developed over time to help explain how adults take in and process new information before remembering it to use on the job later. Adults need to understand why they are learning and have a sense of self-direction. Adults contribute professional experiences to the classroom. Adult learners approach learning from a problem-centered perspective. Extrinsic and intrinsic motivation are both used to drive learning in adults. Watch the video, What Are The Six Adult Learning Principles, as an introduction to adult learning theories. You can conclude how people should be trained at work using one of the many types of adult learning theories. Some of the most typical ones are as follows: • One of the most well-liked learning theories is reinforcement theory. It involves the promotion of a specific ability, skill, or behavior. Employers are frequently coaxed into collaboration by managers who provide rewards for achieving goals (for example, sales goals). It's also possible that behavior modification has been used to describe this. • According to the social learning theory, adults pick up on skills from other people through observation. This approach is frequently used in informal training to transfer knowledge between workers. Social learning theory and behavior modification are complementary. According to this hypothesis, as soon as a person starts using a new skill, the person demonstrating it gives them quick feedback—either positive or negative. • Goal learning theory is concerned with aims and goals. This theory illustrates how workers should be given concrete objectives to develop better habits. Performance 57 reviews are where goal-oriented learning is most frequently observed. Each year, precise goals are set for employees to meet, and their performance is evaluated concerning those goals. • Need learning theories address each person's internal aspirations and perceived requirements. In other words, instructors must provide learning that considers particular pupils' needs. This includes the need hypothesis presented by David McClellan. According to McClellan, humans require association, success, and authority. Similarly, according to Maslow's hierarchy of requirements, people must feel safe and have their basic needs addressed before taking on higher-level goals like learning. • The requirement for employees to relate their training to actual results or expectations is highlighted by expectation theory. According to this hypothesis, they can and will achieve the learning objectives provided they participate in the training. The effort to learn comes first in the expectation theory, followed by the methods used to create the outcome. If the value of the learning outcome equals the effort made, then the training has completed its mission. • The adult learning theory and training methods are directly related. Malcolm Knowles developed this approach based on several concepts, one of which is the requirement to understand the purpose of training. According to this notion, adults bring information from previous jobs and approach learning through problem-solving. This idea contends that some individuals prefer to be independent learners motivated by internal and external factors. • Information processing theory concerns the brain and how well humans can learn. What you need to realize about this hypothesis is that the human brain is prone to 58 information overload. Because of this, most adults learn best when given brief lessons interspersed with other educational pursuits. Learning Cycles and Styles Numerous learning style models have been introduced. Some claim that training will benefit employees more if delivered in their preferred learning style (for example, visual, through movement, hearing). Others contend that there are phases or cycles to learning. To become effective learners, trainees must develop strengths in each stage because they must emphasize one step or another more. The Learning Process and Transfer of Training Failure of employees to meet training goals results in financial losses for businesses. Most training programs attempt to boost workers' output while indirectly or directly saving the business money (for example, by making safety training required to lower worker's compensation claims). Employee resistance to change makes it impossible to recuperate the expense of training. The ability of trainees (workers) to apply new behavior, skills, or knowledge acquired in a training program to their work is known as transfer of training. This trait explains why skilled workers are better at learning. It's because they are equipped with knowledge they can employ. Three different training transfer methods exist: 1. Prior knowledge enhances a learning process 2. New learning enhances prior knowledge 3. Applying knowledge to practical tasks Closed tasks, or those that must be replicated exactly, contribute to a work environment that's stable and predictable (such as manufacturing). Open tasks may have more than one way to 59 accomplish them. They work well in agile environments or environments where there are frequent changes. Read this Skillhub article about the importance of the transfer of learning. The learning process and the transfer of training knowledge are made more accessible by certain training qualities. Your textbook's Table 4.6 lists these elements. The learning process produces a transfer of instruction when learning objectives are precise and quantifiable. The process is finished when workers know what they need to learn, why they need to understand it, and how to demonstrate their understanding. Guidelines for establishing practical learning objectives are provided in your textbook's Table 4.8. Practice writing training objectives using these recommendations. Organizational Responsibilities for Designing Employee Training All organizational training and development professionals must consider adult learning theories, objectives, and learning transfer. They must also develop training that's pertinent to the job and meaningful. Employees must be given clear goals and outcomes during training. Each company is also in charge of fostering an atmosphere that promotes learning outcomes. Time and encouragement for learning new skills are required to develop this kind of environment. Trainers ought to be adaptable and sensitive to the demands of students. Learners should have more on-demand resources available to them to promote self-directed learning. Reflect and Respond What qualities distinguish practical educational learning objectives that facilitate staff training? Based on what you have read, list some traits. A possible example response might be the following: They offer phrases that can be used to gauge or assess performance. 60 Case Study: Revised Training for the U.S. Navy Check Your Answer Case Study: Chapter 4 Revised Training for the U.S. Navy 1. What instructional characteristics does the Navy's new training program include that facilitate learning and transfer? List each of the characteristics and explain how it enhances learning and transfer. The fol...
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