TRAINING

TRAINING FOR
FOR HUMAN
HUMAN RESOURCES
RESOURCES

9–1
 Learning
Learning Objectives
Objectives
• After you have read this chapter, you should be able to:
 Define training and and its strategic importance
 Discuss the four phases of the training process.
 Training need Analysis
 Explain internal, external, and e-learning as training delivery
approaches.
 four levels of training evaluation.

9–2
 Definition
Definition
• Training
 A process whereby people acquire capabilities to aid
in the achievement of organizational goals.
 Includes both hard and soft skills
 It involves enhancement of capabilities defined in
terms of KSAs i.e Knowledge , Skills and abilities

9–3
 Importance
Importance of
of Training
Training
Enhances organizational competencies , creates
value and helps in creating knowledge thus
giving them a unique advantage
Training helps retain valuable employees
Is an important tool for career development,
talent management and employee retention
It eventually leads to creation of revenue for an
employee
Training is moving “closer to the job” to achieve
“real time” learning.
It provides solutions to real problems

9–4
Performance
Performance Consulting
Consulting

Figure 9–1
9–5
 Performance
Performance Consulting
Consulting
• Performance Consulting
 A process in which a trainer and the organizational
client work together (“bundled solution”) to determine
what needs to be done to improve results
 Performance consulting approach:
 Focusing on identifying and addressing root causes of
performance problems.
 Recognizing that the interaction of individual and
organizational factors influences employee performance.
 Documenting the actions and accomplishments of high
performers and comparing them with actions of more typical
performers.

9–6
 Linking
Linking Organizational
Organizational Strategies
Strategies and
and Training
Training

Source: Based on ideas from Lisa A. Burke and Joseph V. Wilson III. Figure 9–2
9–7
 Developing
Developing Strategic
Strategic Training
Training Plans
Plans
• A good training plan deals with the following
questions:
 Is there really a need for the training?
 Who needs to be trained?
 Who will do the training?
 What form will the training take?
 How will knowledge be transferred to the job?
 How will the training be evaluated?

9–8
Systematic
Systematic Training
Training Process
Process

Figure 9–3
9–9
 Training
Training Need
Need Analysis
Analysis
• It occurs at three levels
 Organizational
 Job Task and
 Individual Need Analysis

9–10
 Sources
Sources of
of the
the Information
Information Used
Used in
in
Training
Training Needs
Needs Assessment
Assessment

Organizational Analyses Job/Task Analyses Individual Analyses

Figure 9–4
9–11
 Establishing
Establishing Training
Training Objectives
Objectives
and
and Priorities
Priorities
• Gap Analysis
 The distance between where an organization is with
its employee capabilities and where it needs to be.
• Types of Training Objectives
 Knowledge: Impart cognitive information and details
to trainees.
 Skill: Develop behavior changes in how job and tasks
are performed.
 Attitude: Create interest and awareness of the
training importance.

9–12
• TRAINING IS NOT MERE TRANSFER OF KSA S it
INVOLVES LEARNING

9–13