1. 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
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2. 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
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3. Introduction Training
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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
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4. Training Linked to Organizational Needs
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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.
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5. How does Canada Compare?
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How does Canada Compare?
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6. Stages of Instructional Design
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7. 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.
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8. Organization Analysis
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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
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9. Organization Analysis
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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
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10. Organization Analysis Organization Analysis
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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
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11. Readiness for Training
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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
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12. What Managers Should Do to Support Training
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What Managers Should Do to Support Training
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13. Planning the Training Program
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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?
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14. 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
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15. Training Methods Classroom Training Audiovisual Training
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Training Methods
Classroom Training
Distance learning
Audiovisual Training
Computer-Based Training
E-learning
On-the Job Training
Apprenticeship
Internship
Cooperative education
more
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16. Training Methods (cont’d)
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Training Methods (cont’d)
Simulations
Virtual Reality
Business Games and Case Studies
Behaviour Modelling
Experiential Programs
Team Training
Cross-training
Coordination training
Action Learning
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17. Delivery Methods as a Percentage of All Training Time
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18. 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
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19. Measuring Results of Training
Reaction
Learning
Training
Evaluation
Results
Behaviour
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20. 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
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21. 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
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