1. Chapter 5 - Training and Development
Group E

2. Chapter 5 - Outline ADDIE Model ADDIE Model Analyze the training need
Design the overall training program
Develop the course
Implement training
Evaluate the course’s effectiveness
Managing Organizational Change and Development
Lewin’s Process
3 steps
10 Step Process for Organizational Change
Lowes Foods
ADDIE Model

3. Analyze the Training Need
A.D.D.I.E
Analyze the Training Need
When analysing employees training needs these are the main criteria that need to be taken into consideration.
What is the Job Description
What are the Job Specifications
Task Analysis
Performance Analysis
Skill Gapping Process

4. Analyze the Training Need
A.D.D.I.E
Analyze the Training Need
Job Description
Job Duties and Responsibilities
Job Specifications
Knowledge
Skills
Education
Abilities

5. Analyze the Training Need
A.D.D.I.E
Analyze the Training Need
Task Analysis - Is a detailed study of the Job to determine the specific skills that are required for the job.

6. Analyze the Training Need
A.D.D.I.E
Analyze the Training Need
Performance Analysis - Means verifying that there is a performance deficiency.
Training may not always be the best course of action.

7. Analyze the Training Need
A.D.D.I.E
Analyze the Training Need
Skills Gapping Process
Supervisors must identify employees weakness and strengths

8. Program Design Design the Program
A.D.D.I.E
Program Design
Design the Program
Overall training plan including training objectives, delivery methods, and program evaluation.
Performance objectives
Detailed training outline
Training Content/Documents

9. A.D.D.I.E
Program Design

10. Program Design Questions to ask when designing a training program
A.D.D.I.E
Program Design
Questions to ask when designing a training program
Is training the solution?
What needs will the training program address?
What issues are requiring the training request?
How will employees’ performance improve?
What can the company expect as a return on its investment.

11. Creating a Motivational Learning Environment
A.D.D.I.E
Creating a Motivational Learning Environment
Make the Learning Meaningful
Make Skills Transfer Easy
Reinforce the Learning

12. Making the Learning Meaningful
A.D.D.I.E
Making the Learning Meaningful
Provide a summary of the material
Use familiar examples
Organize the information
Use terms and concepts that are already familiar
Use as many visual aids as possibles
Create a need in trainee’s mind

13. Make Skills Transfer Easy
A.D.D.I.E
Make Skills Transfer Easy
Maximize similarity between training situation and the work situation
Provide adequate practice
Identify each feature of the training
Direct the trainees’ attention to important aspects of the job
Provide “heads up” information
Let trainees pace themselves.

14. Reinforce the Learning
A.D.D.I.E
Reinforce the Learning
Immediately positively reinforce correct responses. (ex. “Well Done”)
Learning curve goes down late in the day

15. Developing the Program/Course
A.D.D.I.E
Developing the Program/Course
Program Development
Assembling/creating the program’s training materials
i.e: lectures, web/computer-based activities, trainer resources (manuals)
Choosing the actual content that program will present & instructional methods

16. Developing the Program/Course
A.D.D.I.E
Developing the Program/Course
Employers can create their own training content OR choose from a wide selection online and offline.
gneil.com

17. Implementation On-the-Job Training “coaching” or “understudy” method
A.D.D.I.E
Implementation
On-the-Job Training
“coaching” or “understudy” method
Job Rotation
Special Assignments
Peer Training
Old Navy experience

18. Implementation Informal Learning Collaboration
A.D.D.I.E
Implementation
Informal Learning
Collaboration
Siemens Power Transmission and Distribution

19. Implementation Behavior Modeling Four Steps Modeling Role Playing
A.D.D.I.E
Implementation
Behavior Modeling
Four Steps
Modeling
Role Playing
Social Reinforcement
Transfer of Training

20. Implementation Computer-Based Training Simulations and Multi-Media
A.D.D.I.E
Implementation
Computer-Based Training
Simulations and Multi-Media
Recruitment Trainee example
Types of simulated learning
virtual reality games
step-by-step guides
decision tree scenarios
online role play
Environmental Tectonics Corporation
Web 2.0

21. Evaluate Course’s Effectiveness
A.D.D.I.E
Evaluate Course’s Effectiveness
Controlled Experimentation
Training Group
Control Group
Measuring Training Effects
Reaction
Learning
Behavior
Results

22. Managing Organizational Change and Development
Today, intense international competition means companies have to change fast. Figuring out what to change can be a daunting task. Nokia’s CEO, Stephen Elop, states that organizations can change five major aspects:
Strategy, culture, structure, technologies, and the attitudes and skills of the employees.

23. Lewin’s Process
The basic process for implementing change with minimal resistance
1) Unfreezing
2) Moving
3) Refreezing

24. Keys to Organizational Change
Establish a sense of urgency
Mobilize commitment to change
Create a guiding coalition
Develop a shared vision
Communicate the vision
Remove barriers to the change
Generate short-term wins
Consolidate gains and produce more change
Anchor the new ways of doing things in the company’s culture
Monitor progress and adjust the vision as required

25. Lowes Foods Remodel
Undergoing major changes in an organization requires a tremendous amount of time, money, and training.

26. Summary
ADDIE model
Lewin’s Process
10 Steps of Organizational Change