1. Training MANA 3320 Dr. Jeanne Michalski

2. T&D in the U.S. Estimated $16 billion to $55 billion annually. Estimated $16 billion to $55 billion annually. 1% of payroll are best estimates for large companies. 1% of payroll are best estimates for large companies. 93% of establishments have formal training programs 93% of establishments have formal training programs 50% of all employees experience some kind of company-sponsored training program in last 12 mos. 50% of all employees experience some kind of company-sponsored training program in last 12 mos. Steady increase technical training and the % of employees trained over last 10 years. Steady increase technical training and the % of employees trained over last 10 years. Most common types of training are new employee orientation and supervisory / managerial training. Most common types of training are new employee orientation and supervisory / managerial training.

3. Training vs. Development

4. Training Process Needs Analysis Evaluation Training Delivery Training Design

5. Needs Analysis Skills Requirements Current jobsCurrent jobs Future initiativesFuture initiatives Employee Skills Current EmployeesCurrent Employees New HiresNew Hires Training and Development Needs Organizational Analysis: Strategic Direction / Managerial Support / Resources

6. Adult Learning Theory Adults need to know why they are learning something. Adults need to know why they are learning something. Adults desire to be self-directed. Adults desire to be self-directed. Adults bring more work-related experiences to the learning situation. Adults bring more work-related experiences to the learning situation. Adults enter into a learning experience with a problem- solving orientation. Adults enter into a learning experience with a problem- solving orientation. Adults are motivated by both extrinsic and intrinsic motivators. Adults are motivated by both extrinsic and intrinsic motivators.

7. A Typical Learning Curve PlateauPlateau Performance Low High Time (weeks)

8. Training Design Implications of Adult Learning Theory Implications of Adult Learning Theory Mutual planning and collaboration in instruction. Mutual planning and collaboration in instruction. Use learner experience as a basis for examples and applications. Use learner experience as a basis for examples and applications. Develop instruction based on learner’s interests and competencies. Develop instruction based on learner’s interests and competencies. Immediate application of content. Immediate application of content. Problem-centered rather than subject centered learning. Problem-centered rather than subject centered learning. Formal vs. Informal Training Formal vs. Informal Training Most powerful learning experiences come on-the-job Most powerful learning experiences come on-the-job Informal training difficult to manage. Informal training difficult to manage.

9. Methods for Management Development On-the-Job Experiences On-the-Job Experiences Seminars and Conferences Seminars and Conferences Case Studies Case Studies Management Games Management Games Role Playing Role Playing Behavior Modeling Behavior Modeling

10. Training Delivery Classroom instruction Classroom instruction By far the most common means of instruction By far the most common means of instruction Videotapes Videotapes On-the-job training On-the-job training Formal – job shadowing / apprenticeships Formal – job shadowing / apprenticeships Informal – job rotation Informal – job rotation CBT – Computer-Based Training CBT – Computer-Based Training Technical skills Technical skills Business simulation Business simulation EPSS – Electronic Performance Support – Job Aid EPSS – Electronic Performance Support – Job Aid Simulations Simulations

11. Virtual Reality Prepares Soldiers for Real War "There's been a huge change in the way we prepare for war” says retired Rear Adm. Fred Lewis. "Live training on the field is still done, of course," but, he adds, "using simulations to train them is not only natural, it's necessary.“ In the mid-1990s, David Bartlett, the former chief of operations at the Defense Modeling and Simulation Office, created "Marine Doom," the military version of the original "Doom." The simulation was conducted in a lab with six PCs networked together. It served as a precursor for more expensive, highly immersive, state-of-the-art military simulation centers and PC labs. Some, like “Asymmetric Warfare” largely train soldiers how to coordinate complicated missions. Think of it as a sort of military "EverQuest" that can be played by multiple people in multiple places at the same time. With the Indoor Simulated Marksmanship Trainer, soldiers train to shoot their weapons by holding a rifle that looks like an M16, except it fires a laser and the target is a giant screen. Washington Post 2.14.06

12. Topics of Training Programs Technical Training Technical Training Customer Service Customer Service Sales/Negotiation Sales/Negotiation Leadership Leadership Professional Skills Professional Skills Business Writing Business Writing Time Management Time Management Company Processes Company Processes Performance Appraisal Performance Appraisal Systems Systems … and many more … and many more

13. Competency Models Competencies are the knowledge, skills and behaviors required for job performance and organizational success. Competencies are the knowledge, skills and behaviors required for job performance and organizational success. Range from general to very specific and detailed. Range from general to very specific and detailed. Models are lists of competencies used to guide: Models are lists of competencies used to guide: Recruiting Recruiting Performance management Performance management Employee development offerings Employee development offerings Usually specific to job categories such as: Usually specific to job categories such as: Technical employees Technical employees Managers / Supervisors Managers / Supervisors Leadership competencies Leadership competencies

14. I. Achieving Competitiveness Customer Focus: Aggressively monitors and anticipates customer requirements and responds to them in an appropriate manner. Business Focus: Strategically monitors business performance and environment to enhance competitive position. Innovation and Change: Actively seeks out new ideas and displays creativity in adapting to changing conditions. Results Orientation: Demonstrates the drive and persistence to meet and exceed job goals for self or other. Analysis and Planning: Uses critical thinking to solve problems and develop effective work plans. Systems Thinking: Improves and integrates business process to meet organizational strategic goals. Technical / Functional Expertise: Demonstrates, enhances, and shares job-related knowledge and skills. Anheuser-Busch Competencies

15. II. Succeeding Through People Valuing people: Demonstrates respect for others regardless of personal background. Commitment to Development: Develop own and others’ capabilities to better meet organizational needs. Professionalism: Demonstrates candor, composure, and commitment to obligations in work relationships. Empowerment: Delegates or accepts responsibility to expand own capabilities to take appropriate risks and make decisions. Influence: Uses appropriate methods to motivate others. Team orientation: Accepts the team approach and takes necessary action to support its processes and goals. Anheuser-Busch Competencies

16. “Team Orientation” Behaviors Individual Contributor Recognizes that own success is linked to team success. Recognizes that own success is linked to team success. Supports team roles, norms and decisions. Supports team roles, norms and decisions. Speaks up when the team is headed in wrong direction. Speaks up when the team is headed in wrong direction. Keeps others informed of decisions and information that may affect them. Keeps others informed of decisions and information that may affect them. Anheuser-Busch Competencies Manager Creates and monitors teams to meet business objectives. Creates and monitors teams to meet business objectives. Sets clear expectations for teams. Sets clear expectations for teams. Works to build commitment towards common goals. Works to build commitment towards common goals. Provides resources Provides resources Recognizes team for accomplishments. Recognizes team for accomplishments. Measures own success by team’s success. Measures own success by team’s success.

17. Evaluation Level 1 – did they enjoy the training Level 1 – did they enjoy the training “Smile sheets” “Smile sheets” Level 2 – did they learn anything Level 2 – did they learn anything Pre and post tests Pre and post tests Follow-up evaluations Follow-up evaluations Level 3 – did they transfer new skills to the job Level 3 – did they transfer new skills to the job Depends on the work environment Depends on the work environment Needs support of boss and co-workers Needs support of boss and co-workers Level 4 – did the training impact the business Level 4 – did the training impact the business Detailed ROI study Detailed ROI study Seldom straightforward Seldom straightforward

18. ROI Impact Study Program Title: Preventing Sexual Harassment at Healthcare, Inc. Target Audience: All employees through group meetings (6,844) Fully-loaded Program Costs: $277,987 Level 1: Overall Rating 4.11 out of 5 Level 2: 65% Increase in post-test versus pre-test Skill practice demonstration Level 3:96% conducted meetings 4.1 out of 5 on behavior change survey 68% complete all action items 92% complete some Level 4:Turnover reduction $2,840,632 Complaint reduction $360,276 Total improvement $3,200,908 / Program Cost $277,987 ROI 1,051%

19. Trends in Development Performance review system used for assessment Performance review system used for assessment Self-assessment Self-assessment 360 degree feedback 360 degree feedback Directly linked to development offerings. Directly linked to development offerings. Computerized gap analysis and scheduling of training and development classes. Computerized gap analysis and scheduling of training and development classes.

20. Corporate University Over 1000 companies have corporate universities. Over 1000 companies have corporate universities. GE’s Crotonville GE’s Crotonville Hamburger University Hamburger University Vary from traditional training programs to offering all types of degrees. Vary from traditional training programs to offering all types of degrees. Combination of designed instruction and partnering with universities. Combination of designed instruction and partnering with universities.