6 6 Training Employees C H A P T E R Training Employees What Do I Need to Know? C H A P T E R 1. Discuss how to link training programs to organizational needs. 2.  Explain how to assess the need for training. 3.  Explain how to assess employees’ readiness for training. Describe how to plan an effective training program. Compare widely used training methods. Summarize how to implement a successful training program. Evaluate the success of a training program. 8.  Describe training methods for employee orientation and diversity management. Training Employees © 2005 McGraw-Hill Ryerson Ltd.

PCL’s College of Construction PCL is Canada’s largest general contracting company and is committed to investing in employees. PCL provides a campus or private learning space in each operating centre. The 29,000 square foot Centennial Learning Centre built to commemorate PCL’s 100th anniversary in 2006 will be home to the College of Construction-Edmonton © 2005 McGraw-Hill Ryerson Ltd.

Introduction Training 3 of 21 Introduction Training Consists of an organization’s planned efforts to help employees learn job-related competencies (i.e. knowledge, skills, abilities, and behaviours), with the goal of applying these on the job Ranges from formal classes to one-on-one mentoring and it may take place on-the-job or at remote locations Training can benefit the organization when linked to organizational needs and when it motivates employees © 2005 McGraw-Hill Ryerson Ltd.

Training Linked to Organizational Needs 4 of 21 Training Linked to Organizational Needs Workplace training is a key ingredient for organizational and Canadian competitiveness. Rapid changes e.g. employee expectations, use of teamwork, diversity and globalization requires employees to learn new skills. Training programs: Prepare employees for future positions Enable the organization to respond to change Reduce turnover Enhance worker safety Improve customer service and product design Instructional design: Process of systematically developing training to meet specified needs. © 2005 McGraw-Hill Ryerson Ltd. .

How does Canada Compare? 5 of 21 How does Canada Compare? © 2005 McGraw-Hill Ryerson Ltd.

Stages of Instructional Design © 2005 McGraw-Hill Ryerson Ltd.

7 of 21 Needs Assessment Process of evaluating the organization, individual employee, and employee’s tasks to determine what kinds of training, if any, are necessary Conditions that prompt a needs assessment: Some employees lack basic skills or are performing poorly New products, technology, or jobs are planned Outside forces e.g. customer requests or legal requirements Outcome of needs assessment: Decisions about how to address the issues that prompted the needs assessment. © 2005 McGraw-Hill Ryerson Ltd.

Organization Analysis 8 of 21 Needs Assessment Organization Analysis Usual first step Evaluates characteristics of organization to determine appropriateness of training Considers organization’s strategy, resources, and management support more © 2005 McGraw-Hill Ryerson Ltd.

Organization Analysis 9 of 21 Needs Assessment Organization Analysis Determines if performance issues result from competency gaps Determines who needs training Determines if employees are ready for training Person Analysis more © 2005 McGraw-Hill Ryerson Ltd.

Organization Analysis Organization Analysis 10 of 21 Needs Assessment Organization Analysis Organization Analysis Identifies the tasks and competencies that training should emphasize Looks at conditions: Job environment Deadlines Performance standards Person Analysis Task Analysis © 2005 McGraw-Hill Ryerson Ltd.

Readiness for Training 11 of 21 Readiness for Training Employee Readiness Motivated to learn See potential benefits Positive Work Environment Situational constraints e.g. resources, time, tools, etc. Social support e.g. encouragement, management support, peer support © 2005 McGraw-Hill Ryerson Ltd.

What Managers Should Do to Support Training 12 of 21 What Managers Should Do to Support Training © 2005 McGraw-Hill Ryerson Ltd.

Planning the Training Program 13 of 21 Planning the Training Program Should directly relate to the needs assessment Effective training objectives state: What the employee is expected to do The quality or level of performance that is acceptable The conditions under which the trainee is expected to apply what is learned In-House or Contracted Out? © 2005 McGraw-Hill Ryerson Ltd.

Choice of Training Methods 3 Broad Categories: Presentation methods: Information is provided by instructors, computers, or other media Hands-on methods: Actively involves the trainee in learning by trying out the behaviours being taught Group-building methods: Helps trainees share ideas and experience, build group or team identity, understand how interpersonal relationships work © 2005 McGraw-Hill Ryerson Ltd. .

Training Methods Classroom Training Audiovisual Training 15 of 21 Training Methods Classroom Training Distance learning Audiovisual Training Computer-Based Training E-learning On-the Job Training Apprenticeship Internship Cooperative education more © 2005 McGraw-Hill Ryerson Ltd.

Training Methods (cont’d) 16 of 21 Training Methods (cont’d) Simulations Virtual Reality Business Games and Case Studies Behaviour Modelling Experiential Programs Team Training Cross-training Coordination training Action Learning © 2005 McGraw-Hill Ryerson Ltd.

Delivery Methods as a Percentage of All Training Time © 2005 McGraw-Hill Ryerson Ltd.

Principles of Learning Communicate learning objectives clearly Workplace literacy considerations Present information in memorable ways Break information into chunks Include visual images Link content to trainees’ jobs Use familiar concepts, terms, and examples Mirror the work environment Opportunities to demonstrate and practice Provide feedback © 2005 McGraw-Hill Ryerson Ltd.

Measuring Results of Training Reaction Learning Training Evaluation Results Behaviour © 2005 McGraw-Hill Ryerson Ltd.

Evaluation of Training Transfer of training On-the-job use of competencies enhanced in training Training outcomes Evaluate what (if anything) has changed as a result of the training © 2005 McGraw-Hill Ryerson Ltd.

Applications of Training Two categories of training that have become widespread among Canadian companies: Orientation: training designed to prepare new employees to perform their job effectively, learn about the organization, and establish work relationships Diversity training: training designed to help create an inclusive environment for all employees © 2005 McGraw-Hill Ryerson Ltd.