Training and Development

By
Dr. Mubarak Hussain Haider
 Introduction to Employee Training and
Development
 Introduction
 Training and Development and key components of Learning
 Designing Effective Training
 Forces influencing working and Learning
 Snapshot of Training Practices
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• Discussion on Talent in the organizational perspective
 Forces Affecting the Workplace Make Training
a Key Ingredient of Company Success
• Customer service,
• Productivity, safety,
• Employee retention and growth,
• Uncertainty in the economy,
• Extending learning beyond the classroom,
• The use of new technology

• These forces affect the organizations according to their size and

location
 Forces Affecting the Workplace Make Training
a Key Ingredient of Company Success
• How training can lead the organization towards ;
• Competitiveness: refers to a company’s ability to maintain and gain market
share in an industry.
• Competitive advantage: is anything that gives a company an edge over its
competitors, helping it attract more customers and grow its market share.
• Human resource management: refers to the policies, practices, and
systems that influence employees’ behavior, attitudes, and performance.
•
Stakeholders refers to shareholders, the community, customers, employees,
and all the other parties that have an interest in seeing that the company
succeeds
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TRAINING AND DEVELOPMENT: KEY COMPONENTS OF
LEARNING
TRAINING AND DEVELOPMENT: KEY COMPONENTS OF
LEARNING Contd…..
• Learning refers to employees acquiring knowledge, skills, competencies,
attitudes, or behaviors.
• Human capital refers to knowledge (know what), advanced skills (know-
how), system understanding and creativity (know why), and motivation to
deliver high-quality products and services (care why).
• Training refers to a planned effort by a company to facilitate learning of job-
related competencies, knowledge, skills, and behaviors by employees.
• Development refers to training as well as formal education, job experiences,
relationship, and assessments of personality, skills, and abilities that help
employees prepare for future jobs or positions.

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TRAINING AND DEVELOPMENT: KEY COMPONENTS OF
LEARNING Contd…..
• Informal learning refers to learning that is learner initiated, involves action and doing, is motivated by an
intent to develop, and does not occur in a formal learning setting.

Informal learning occurs without a trainer or instructor, and its breadth, depth, and timing is controlled by the
employee.

• Explicit knowledge refers to knowledge that is well documented, easily articulated, and easily transferred
from person to person. Examples of explicit knowledge include processes, checklists, flowcharts, formulas,
and definitions.

• Knowledge management refers to the process of enhancing company performance by designing and
implementing tools, processes, systems, structures, and cultures to improve the creation, sharing, and use of
knowledge.

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 DESIGNING EFFECTIVE TRAINING

• The training design process refers to a systematic approach for developing

training programs.
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 DESIGNING EFFECTIVE TRAINING

• Instructional System Design (ISD) refers to a process for designing and

developing training programs
 Overcoming the Flaws of the ISD Model

• First, in organizations, the training design process rarely follows the neat, orderly, step-
by-step approach of activities.

• Second, in trying to standardize their own ISD method used in the training function, some organizations require
trainers to provide detailed documents of each activity found in the mode.

• Third, the ISD implies an endpoint: evaluation. However, good instructional design requires an
iterative process of design, execution, evaluation, and reconsideration of the needs that the program
was designed to meet, as well as the learning environment, the transfer of training, and all the other
activities in the ISD process.

• Fourth, many companies claim to use an instructional design approach but dilute its application
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THE FORCES INFLUENCING WORKING AND LEARNING

• These forces are affecting individuals, communities, businesses, and society. To

survive, Companies must address these forces with training playing an important
role to survive.
• Economic cycles
• Globalization
• Increased value placed on intangible assets and human capital
• Focus on the link to business strategy
• Changing demographics and diversity of the workforce
• Talent management
• Customer service and quality emphasis
• New technology
• High-performance work systems
Increased Value Placed on Intangible Assets and Human Capital

• Training and development can help a company’s competitiveness by directly

increasing the company’s value through contributing to intangible assets.

The Context for Training and

Development
 SNAPSHOT OF TRAINING PRACTICES

Training Facts and Figures

•The snapshot of training practices provided in this section is based on data

collected from a number of sources, including surveys conducted by Training

magazine and the ATD. (Association for Talent Development, previously known as

the American Society for Training and Development). For several reasons, these

data should be viewed as reasonable estimates of practices rather than precise facts.

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 SNAPSHOT OF TRAINING PRACTICES

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Thank You!!!