Implementing HRD Programs

Implementing HRD Programs
The Implementation Stage
The Learning Pyramid
By Permission: Yin (2004)
Training Delivery Methods

Three basic categories:
On-the-Job
Classroom
Training
Training
Self-Paced
Training
Note: Computer-based training can be in a classroom, or individual/self-paced.
T&D Methods

Classroom Programs Mentoring Coaching Role Playing Simulations
Distance Learning and Videoconferencing E-learning On-the-Job Training Job Rotation Internships
Importance of HRD in training
Human Resource Development Major HRM function consisting not only of T&D, but also individual career planning and development activities and performance appraisal Training and Development Heart of a continuous effort designed to improve employee competency and organizational performance
Training - Designed to provide learners with the knowledge and skills needed for their present jobs formal and informal Development - Involves learning that goes beyond today's job more long-term focus Learning Organization firms that recognize critical importance of continuous performance-related training and development an take appropriate action
The Training and Development (T&D) Process

Determine T&D Needs Establish Specific Objectives
Select T&D Method(s)
Implement T&D Programs
Evaluate T&D Programs

8
On-the-Job Training (OJT)

Job
instruction training (JIT) Job rotation Coaching Mentoring
Characteristics of OJT
Training
at ones regular workstation Most common form of training Strengths:

Realism Applicability No formal structure Can perpetuate mistakes
Weaknesses:

More on OJT
Facilitates Reduced
training transfer to the job
training costs, since classroom is not needed
Noise
and production needs may reduce training effectiveness

and safety may be impacted
Quality
Job Instruction Training (JIT)

Prepare
the worker Present the task Practice the task Follow-up
JIT Process
Observe
work processes Brainstorm improvements Analyze options Implement improvements Evaluate results and make adjustments
Job Rotation
Train Often Also
on different tasks/positions used to train entry-level managers
used to provide back-up in production positions
Coaching and Mentoring

Coaching
between worker and supervisor

Can provide specific performance improvement and correction
Mentoring

senior employee paired with a junior employee (responsibility)

Helps to learn the ropes Prepares protg for future advancement
Classroom Training Approaches

Five basic types:
Lecture
Discussion
Audiovisual
Media
Methods
Experimental
Self-Paced
or Computer-Based Training
Lecture
Oral
presentation of material a very popular training method
Some visual aids can be added

Transfers lots of information quickly
Remains
Interesting
lectures can work well Good to supplement with other materials
Problems with Lecture Method

One-way Trainees Often
form of communication must be motivated to listen
lacks idea sharing
People
dont always like listening to lectures
Discussion Method
Two-way
communication Use questions to control lesson Direct: produce narrow responses Reflective: mirror what was said Open-Ended: challenge learners to increase understanding
Challenges of Using the Discussion Method

Maintaining Needs Needs
control in larger classes
a skilled facilitator more time than lecture
Trainees
must prepare for the lesson by reading assignments, etc.
Audiovisual Media
Brings
visual senses (seeing) into play, along with audio senses (hearing) Types:

Static Media Dynamic Media Telecommunications
Static Media
Printed
materials
Lecture notes Work aids Handouts
Slides
e.g., PowerPoint transparencies
Overhead
Dynamic Media
Audio CDs Film
cassettes
Videotape
Video
disc
Telecommunications
Instructional
TV
Teleconferencing Videoconferencing
Experiential Training
Case
studies game simulations
Business Role
Playing
Behavior
Outdoor
Modeling
training
Case Study Considerations

Specific
instructional objectives Case approach objectives Attributes of particular case Learner characteristics Instructional timing Training environment Facilitators characteristics
Business Game Simulations

Computerized
versus manual
Operational Financial Resource bound
In-basket

exercise
Setting priorities Time-driven decision making
Role Plays
Self
discovery; use of interpersonal skills a
plus Some trainees are better actors Transfer to job can be difficult
Behavior Modeling
Used
mainly for interpersonal skills training Practice target behavior Get immediate feedback (video, among other media)
Outdoor Education
Ropes
courses, etc. Can facilitate teamwork Focus on group problem identification, problem solving Often good for team building Fun but is it effective training?
Self-Paced Training
Hard-copy

Correspondence courses Programmed instruction
Computer-Based

Training (CBT)
Computer-aided instruction Internet/intranet training
Hard-Copy Self-Paced (i.e., SelfPaced Computer-Based Training)

Good for remote locations without Internet access Individual follows text at own pace Correct/incorrect answers determine progress Trainee works alone without instructor interface Still used, but increasingly being replaced by CBT
Computer-Based Training (CBT)
Interactive with user Training when and where user wants it Trainee has greater control over progress CBT can provide progress reports and be tailored to specific instructional objectives Trainee works on own with minimal facilitation by instructor who is elsewhere
Types of CBT
Computer-Aided
Instruction Internet & Intranet-Based Training (elearning) Intelligent Computer-Assisted Instruction
Computer-Based Training (Classroom-Based)

Group-based
Instructor
is present and facilitates computer-based learning Trainees are collocated and can help each other Requires computer, etc., for each trainee
Computer-Aided Instruction (CAI)

Drill-and-practice
approach Read-only presentation of a classic training program Multimedia courses Interactive multimedia training Simulations
Advantages of CAI
Interactive
with each student Student is self-paced Logistics
Increasingly available over the Internet (or via an organizations intranet) Updates are easily distributed
Instructional
Management & Reporting CAN be cost-effective
E-learning
Intranet
Internal to site/organization
General communications Online reference Needs assessment, administration, testing Distribution of CBT Delivery of multimedia
Internet
Intelligent CAI
Uses
computers capabilities to provide tailored instruction Can use expert systems, fuzzy logic, and other rubrics Can provide real-time simulation and stimulation
Implementing Training
Depends
on: Objectives Resources Trainee characteristics
Other Considerations Concerning Implementation

Physical
environment:
Seating
Comfort level
Physical distractions
P7
Proper
Prior
Planning Precludes Particularly Poor Performance
Planning
Does
NOT prevent failure
But makes it easier to avoid failure.
Planning
your HRD implementation before you actually do it greatly increases the likelihood of successful implementation.
Training Provides Many Things

Networking
Knowledge
Social
acceptance Improved interpersonal skills Team building
Summary
Good
training:
Improves performance Improves productivity Improves chances for promotion Improves the bottom line
Therefore,
the right training methods need to be used in the right way to ensure successful HRD implementation.

Implementing HRD Programs

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Implementing HRD Programs

The Implementation Stage

The Learning Pyramid

By Permission: Yin (2004)

Training Delivery Methods

Note: Computer-based training can be in a classroom, or individual/self-paced.

Classroom Programs Mentoring Coaching Role Playing Simulations

Importance of HRD in training

The Training and Development (T&D) Process

Select T&D Method(s)

Implement T&D Programs

Evaluate T&D Programs

On-the-Job Training (OJT)

instruction training (JIT) Job rotation Coaching Mentoring

at ones regular workstation Most common form of training Strengths:

Realism Applicability No formal structure Can perpetuate mistakes

training transfer to the job

training costs, since classroom is not needed

and production needs may reduce training effectiveness

Job Instruction Training (JIT)

the worker Present the task Practice the task Follow-up

on different tasks/positions used to train entry-level managers

used to provide back-up in production positions

Coaching and Mentoring

between worker and supervisor

senior employee paired with a junior employee (responsibility)

Classroom Training Approaches

presentation of material a very popular training method

Some visual aids can be added

lectures can work well Good to supplement with other materials

Problems with Lecture Method

form of communication must be motivated to listen

lacks idea sharing

dont always like listening to lectures

Challenges of Using the Discussion Method

control in larger classes

a skilled facilitator more time than lecture

must prepare for the lesson by reading assignments, etc.

Static Media Dynamic Media Telecommunications

Lecture notes Work aids Handouts

e.g., PowerPoint transparencies

studies game simulations

Case Study Considerations

Business Game Simulations

Operational Financial Resource bound

Setting priorities Time-driven decision making

discovery; use of interpersonal skills a

Correspondence courses Programmed instruction

Computer-aided instruction Internet/intranet training

Hard-Copy Self-Paced (i.e., SelfPaced Computer-Based Training)

Computer-Based Training (CBT)

Instruction Internet & Intranet-Based Training (elearning) Intelligent Computer-Assisted Instruction

Computer-Based Training (Classroom-Based)

Computer-Aided Instruction (CAI)

with each student Student is self-paced Logistics

Management & Reporting CAN be cost-effective

on: Objectives Resources Trainee characteristics

Other Considerations Concerning Implementation

NOT prevent failure