Training Methodology – II

Response Sheet 1

Discuss the various methods of training needs identification. Reference to suitable case
studies may be made.

Introduction:

Training is a performance improvement tool aimed to skill and reskill employees in

performing complex tasks in an efficient, cost-effective and safe manner. Training need
arises when there is a gap between the actual performance and expected performance.
Training Need analysis is therefore the first and the most important step in determining the
success of training and in turn enhanced performance. Hence it should be done with utmost
care.

A successful training needs analysis will identify those who need training and what kind of
training is needed. On the contrary, productivity might be affected if training is offered to
individuals who do not need it or to offer the wrong kind of training.

Context of Training Need Analysis:

Many needs assessments are available for use in different employment contexts. Sources
that can help you determine which needs analysis is appropriate for your situation are
described below.
Methods involved in doing Training Need Analysis:

1.Analysis of Primary Source:

Diagnostic Analysis of what is going right and wrong in the functioning of an organisation or
an employee, will help in identifying the training gaps. It is difficult prescribe an exact
procedure by which this could be achieved but by clearing documenting the functioning of
an organisation to the individual like data on production or sale or finance to that of the
personnel will prove meaningful.

2.Surveys:

Surveys or polls can be conducted with a sample pool or all the employees of the
organization. Surveys help find out performance deficiencies in specific areas. To conduct
a survey, questionnaire can be prepared and circulated. The questions in the survey
should focus on the specific tasks and needs of the employees and organization. Different
question formats such as open-ended, closed ended, projective, and priority ranking.
Allowing employees to answer anonymously will increase the credibility and we will get
genuine answers. Surveys has to serve the two main functions:
 a) It must translate research objectives into specific questions the respondent can
answer
b) It must motivate the respondent to cooperate with the survey and to furnish the
information correctly.

3. Direct Observations

Training managers or functional managers have to watch the work of employees in

regular working situations. This observation, in turn, provides enough information
on performance gaps. One needs to consider technical, functional, and behavioral
aspects while observing. This gives qualitative and quantitative feedback on the
existing performance.

4. Interviews

Interviews allow collecting data on performance gaps while talking with each employee or
a group of employees. Interviews can be conducted as Structured Interview or
unstructured manner. Interviews can be conducted in person or by phone, at work
locations, or anywhere. Sometimes, interviews can be done with the representative of the
work group. However use of this technique needs a certain degree of appreciation of
empirical investigation and requires a strong awareness of the organisational dynamics.It
is usually advisable to confine interviews to Managerial level but it can also done with
supervisors or junior levels wherever it is relevant.

5. Customer Feedback

Glaring Performance deficiencies can be identified clearly with customers’ feedback. They
specifically indicate improvement areas. Feedback form should be formulated in such a
way that it is directed toward a specific service or performance.

Introduction
Today's work environment requires employees to be skilled in performing complex tasks in an
efficient, cost-effective, and safe manner. Training (a performance improvement tool) is needed
when employees are not performing up to a certain standard or at an expected level of
performance. The difference between actual the actual level of job performance and the
expected level of job performance indicates a need for training. The identification of training
needs is the first step in a uniform method of instructional design.

A successful training needs analysis will identify those who need training and what kind of
training is needed. It is counter-productive to offer training to individuals who do not need it or
to offer the wrong kind of training. A Training Needs Analysis helps to put the training resources
to good use.

Types of Needs Analyses

Many needs assessments are available for use in different employment contexts. Sources that
can help you determine which needs analysis is appropriate for your situation are described
below.
 Organizational Analysis. An analysis of the business needs or other reasons the training is desired.
An analysis of the organization%27s strategies, goals, and objectives. What is the organization overall
trying to accomplish? The important questions being answered by this analysis are who decided that training
should be conducted, why a training program is seen as the recommended solution to a business problem,
what the history of the organization has been with regard to employee training and other management
interventions.
 Person Analysis. Analysis dealing with potential participants and instructors involved in the
process. The important questions being answered by this analysis are who will receive the training and their
level of existing knowledge on the subject, what is their learning style, and who will conduct the
training. Do the employees have required skills? Are there changes to policies, procedures, software, or
equipment that require or necessitate training?
 Work analysis / Task Analysis. Analysis of the tasks being performed. This is an analysis of the
job and the requirements for performing the work. Also known as a task analysis or job analysis, this
analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is
developed will include relevant links to the content of the job.
 Performance Analysis. Are the employees performing up to the established standard? If
performance is below expectations, can training help to improve this performance? Is there a Performance
Gap?
 Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers
questions about what knowledge or information is used on this job. This information comes from manuals,
documents, or regulations. It is important that the content of the training does not conflict or contradict job
requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate
content.
 Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one
of several solutions to employment problems. However, it may not always be the best solution. It is
important to determine if training will be effective in its usage.
 Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training
results in a return of value to the organization that is greater than the initial investment to produce or
administer the training.
Principle of Assessment: Use assessment instruments for which understandable and
comprehensive documentation is available.

Knowledge, Skills, and Abilities

Today's workplace often requires employees to be independent thinkers responsible for making
good decisions based on limited information. This kind of work may require training if the
employee does not have these skills. Below is a list of various competencies that employees may
be required to posess in order to perform their jobs well.
 Adaptability
 Analytical Skills
 Action Orientation
 Business Knowledge/Acumen
 Coaching/Employee Development
 Communication
 Customer Focus
 Decision Making
 Fiscal Management
 Global Perspective
 Innovation
 Interpersonal Skills
 Leadership
 Establishing Objectives
 Risk Management
 Persuasion and Influence
 Planning
 Problem Solving
 Project Management
 Results Orientation
 Self-Management
 Teamwork
 Technology
Are any of these KSA's required before the employee is hired? Are the required KSA's included in
any job postings or advertisements? Do they need to be?

Techniques
Several basic Needs Assessment techniques include:
 direct observation
 questionnaires
 consultation with persons in key positions, and/or with specific knowledge
 review of relevant literature
 interviews
 focus groups
 assessments/surveys
 records & report studies
 work samples

Conducting an Organizational Analyses

Determine what resources are available for training. What are the mission and goals of the
organization in regards to employee development? What support will te senior management and
managers give toward training? Is the organization supportive and on-board with this process?
Are there adequate resources (financial and personnel)?

Conducting a Work / Task Analysis

Interview subject matter experts (SME%27s) and high performing employees. Interview the
supervisors and managers in charge. Review job descriptions and occupational information.
Develop an understanding of what employees need to know in order to perform their jobs.

Important questions to ask when conducting a Task Analysis:

 1. What tasks are performed?
2. How frequently are they performed?
3. How important is each task?
4. What knowledge is needed to perform the task?
5. How difficult is each task?
6. What kinds of training are available?
Observe the employee performing the job. Document the tasks being performed. When
documenting the tasks, make sure each task starts with an action verb. How does this task
analysis compare to existing job descriptions? Did the task analysis miss any important parts of
the job description? Were there tasks performed that were omitted from the job description?

Organize the identified tasks. Develop a sequence of tasks. Or list the tasks by importance. 

Are there differences between high and low performing employees on specific work tasks? Are
there differences between Experts and Novices? Would providing training on those tasks
improve employee job performance?

Most employees are required to make decisions based on information. How is information
gathered by the employee? What does the employee do with the information? Can this process
be trained? Or, can training improve this process?

Cognitive Task Analysis

Develop a model of the task. Show where the decision points are located and what information
is needed to make decisions and actions are taken based on that information. This model should
be a schematic or graphic representation of the task. This model is developed by observing and
interviewing the employees. The objective is to develop a model that can be used to guide the
development of training programs and curriculum.

Since the training is based on specific job tasks, employees may feel more comfortable taking
the effort to participate in training.

Gather information about how the task is performed so that this can be used to form a model of
the task. Review job titles and descriptions to get an idea of the tasks performed. Observe the
employee performing the job. Review existing training related to the job. Make sure you observe
both experts and novices for comparison.

Critical Incident Analysis

Critical Incident Interview Guide.

Conducting a Performance Analysis

This technique is used to identify which employees need the training. Review performance
appraisals. Interview managers and supervisors. Look for performance measures such as
benchmarks and goals.

Sources of performance data:

1. Performance Appraisals
2. Quotas met (un-met)
3. Performance Measures
4. Turnover
5. Shrinkage
 6. Leakage
7. Spoilage
8. Losses
9. Accidents
10. Safety Incidents
11. Grievances
12. Absenteeism
13. Units per Day
14. Units per Week
15. Returns
16. Customer Complaints
Are there differences between high and low performing employees on specific competencies?
Would providing training on those competencies improve employee job performance?

Checklist for Training Needs Analysis

It is helpful to have an organized method for choosing the right assessment for your needs.
A checklist can help you in this process. Your checklist should summarize the kinds of information
discussed above. For example, is the assessment valid for your intended purpose? Is it reliable
and fair? Is it cost-effective? Is the instrument likely to be viewed as fair and valid by the
participants? Also consider the ease or difficulty of administration, scoring, and interpretation
given available resources. Click here for a sample checklist that you may find useful. Completing a
checklist for each test you are considering will assist you in comparing them more easily.

Your training needs analysis should include the following:

 Know what the organization is trying to accomplish.

 Know the history of training within the organization.
 What "needs" will be addressed by the training?
 Any recent process or procedure changes?
 What resources are available for training?
 Who needs to be trained?
 Who can serve as subject matter experts?
 Are any staff going to do the training?
 Which companies provide training materials?
 What are the Knowledge, Skills, and Abilities?
 Review Job Descriptions and Org Charts.

Identifying training needs is a process of information gathering. Data collection is

instrumental in understanding how each employee’s knowledge, skills, and abilities
can formulate varied performances.
This part of the series details four methods for conducting Training Needs Analysis.
It explains the benefits and limitations of each. My next blog will cover 6 more
methods.

1. Surveys

You can conduct surveys or polls with a sample pool or all the employees of your
organization. Surveys help find out performance deficiencies in specific areas. To
conduct a survey, you can prepare a questionnaire and circulate among your
employees. The questions in the survey should focus on the specific tasks and needs
of the employees and organization. You can use different question formats such as
open-ended, closed ended, projective, and priority ranking. Allowing employees to
answer anonymously will increase the credibility and you will get genuine answers.

Pros and Cons of Surveys

Pros Cons

Reach a large number of employees in less May not go deep into the reasons behind the
time persistent issues

Inexpensive Need enough time to develop an effective

and detailed questionnaire

In case of anonymity, responses are given Free responses might not be forthcoming
without fear and hesitation

Easy to analyze, summarize, and report

 2. Observations

Training managers watch the work of employees in regular working situations. This
observation, in turn, provides enough information on performance gaps. You need to
consider technical, functional, and behavioral aspects while observing. This gives
qualitative and quantitative feedback on the existing performance.

Pros and Cons of Observations

Pros Cons

Less interruption to regular work flow Feedback can be unstructured; more

anecdotal

Helps generate real-life data Need an impartial, expert observer with

process and domain knowledge

Data collection possible only in work

settings

Employees may feel “spied on”

Sometimes results may deviate when

observation is ON

 3. Interviews

Interviews allow you to collect data on performance gaps while talking with each
employee or a group of employees. It can be formal or informal. You can conduct
interviews in person or by phone, at work locations, or anywhere. Sometimes, you
can interview the representative of the work group.

Pros and Cons of Interviews

Pros Cons
 Easy to identify performance issues and Usually time-consuming
explore possible solutions

Immediate feedback is possible Difficult to analyze and quantify results

Need an experienced interviewer to generate

data without making the interviewee self-
conscious

4. Customer Feedback

You will come to know performance deficiencies with customers’ feedback. They
specifically indicate improvement areas. However, you need to formulate each
question in the feedback form so that it is directed toward a specific service or
performance.

Pros and Cons of Customer Feedback

Pros Cons

Can make improvements with constructive Low response rates

feedback

Get valuable insights about your target May not give enough time for feedback
audience

When you analyze training needs through these methods, you can decide which
particular knowledge, skills, and abilities (KSAs) are required to improve workforce
performance.
Six more methods for conducting Training Needs Analysis in my next blog.

Till then, try these methods and do let us know your views.

Discuss the various steps involved in designing a training program?

Role of a trainer

Introduction:

If Learning and development forms the fulcrum of any organisational growth, trainer takes
the center stage in determining the effectiveness of change or transformation the
organisation is intended to achieve. So effectiveness of training is directly related to trainer
and henceforth it is crucial for the trainer to understand his or her role and the skills one
need to possess in achieving the desired change or growth of the organisation.

Skills required by a trainer

Role of a trainer

The role of a trainer is to develop a competency and skill sets in an individual to perform
his/her effectively and efficiently in the work place. The trainer should communicate to the
trainees about what is expected out of training in a simple and professional way.

The trainer plays a pivotal role from start to end of the training that includes the
following:

- Training plan
- Timing of different training sessions
- Choosing the relevant training methods
- Preparing the training materials and aids
- Conducting training sessions and
- Evaluating the post training session

As a trainer a trainer one plays the following eight roles:

Some Additional Roles and Responsibilities of Modern day Trainer:

As Content Curator: There are many pieces of valuable content available - some of them
could be used by trainees as a pre-work, stimulus for a reflection, implementation tool,
etc. To curate content a trainer should be ready to search, choose, describe, validate and
update his/her selection. 

eLearning Enthusiast: Having such a knowledge is important during designing learning

intervention. By understanding eLearning pros and cons modern trainers can choose the
best methods of training. eLearning instructional design competency and even basic
knowledge of eLearning content development tools and techniques will help him/her for
valuable engagement in the design and delivery process of eLearning courses.

Handpick training methods and tools: Such a competence will help to find the best way of
delivering training taking into account not only one's own preferred methods but also time,
cost, efficiency, needs of trainees and organization, etc. Only good understanding of all
available methods lets to design optimal blended learning process.

Knows the principles of information architecture - should be able to create visuals,

infographics, knowledge pills, learning maps, etc. Even if they are not artistic - they should
be good enough to effectively transfer knowledge.

Knows the remote learning tools:  Should have used from the most primitive ones like e-
mail to the most sophisticated like virtual presence solutions and knows how to effectively
use them in the training function. He/she can manage the challenge with lack of face-to-face
contact with trainees. It is also important for such a trainer to know the etiquette
and rules of remote communication.

Takes the role of a Stimulator - a person who understands the challenges of trainees and
who takes care of them with proper engagement and competencies.

Logic to select training method:

Training method can be narrowed down based on the training objectives or the learning
objectives.There are three categories of learning objectives: knowledge, skills, and attitudes
(KSAs). Knowledge objectives are of three types: declarative, procedural, and strategic.
Declarative knowledge is the person's store of factual information. Procedural knowledge is
the person's understanding about how and when to apply the facts. Strategic knowledge is
used for planning, monitoring, and revising goal-directed activity. Skill reflects one's
proficiency at specific tasks such as operating a piece of equipment, giving a presentation, or
making a business decision. Attitudes are beliefs and/or opinions about objects and events
and the positive or negative affect (feelings) associated with them. Attitudes affect
motivation levels, which in turn influence a person's behavior.
Most training programs have learning objectives for knowledge, skill, and attitudes; these
programs need to combine several methods into an integrated whole because no single
method can do everything well.

The various training delivery methods can be divided into cognitive and behavioral
approaches. Cognitive methods provide information orally or in written form, demonstrate
relationships among concepts, or provide the rules for how to do something. They stimulate
learning through their impact on cognitive processes and are associated most closely with
changes in knowledge and attitudes. The lecture, discussion, e-learning and, to some extent,
case studies are cognitive methods. Though these types of methods can influence skill
development, it is not their strength.
Conversely, behavioral methods allow the trainee to practice behavior in a real or simulated
fashion. They stimulate learning through experience and are best at skill development and
attitude change. Equipment simulators, business games, role plays, the in-basket
technique, behavior modeling and, to some extent, case studies are behavioral methods.
Both behavioral and cognitive methods can be used to change attitudes, though they do so
through different means. On-the-job training is a combination of many methods and is
effective at developing knowledge, skills, and attitudes.

Response Sheet 2

What is the significance of visual and audio-visual techniques in training? Give suitable
examples from the range of techniques available.

Introduction:

The growing use of video training solutions in the corporate world is an example of the
digital workplace of the future. The complexity and sophistication that video technology has
reached enable the training of in-house, mobile, and remote workers, as well as the
significant improvement in the quality of training. Audio visual based training techniques
like DVDs, films, Power Points, video conferencing, audiotapes, and videotapes into
presentation can have a great impact and, when used and managed properly, can be your
best friend.  A visual is anything you show to the audience to aid them in understanding the
point of your presentation.  Visual aids are particularly important when the content makes
demands on the attention or understanding of attendees, either because the data is highly
technical or because the information is new and unfamiliar.

Significance of Using Audio Visual Aids:

To Create Interest and Improve Attention:

Any presentation in the modern day without any AV Intervention may not appeal to the
audience be it our peer or Management or Client. Audio visual techniques are important to
create interest in the first place to get audience to listen.

The recent research revealed the following retention rates after 3 hours and 3 days of
presentation, respectively:

Time Lapsed After 3 Hours After 3 Days

 Presenter Only  70%  10%
 Audio/Visual Only  72%  20%
 Presenter and Audio/Visual                                    85%  65%

For Recalling and repeating a sequence: When there is a need to illustrate how to follow a
certain sequence over time, such as when reaching fax machine repair. The stop action
instant replay and last or slow motion capabilities of audiovisuals can be useful here.

For Simulation where live demonstration is difficult:

When there is a need to expose trainees to events not easily demonstrable in live lectures
Simulation training plays a key role. Simulated training (occasionally called vestibule
training) is a method in which trainees learn on the actual or simulated equipment they will
use on the job, but are actually trained on the job (perhaps in a separate room or vestibule).

Simulated training is necessary when it’s too costly or dangerous to train employees on the
job.

Instances where Simulation plays a key role are:

 A visual tour of a factory

 Training House Surgeons about open heart surgery.
 Training employees on special off the job equipment as in airplane pilot training, so
training costs and hazards can be reduced.

Training across centers or branches using Video Conferencing: In the instance of training an
organisation that has a pan- India or pan –world presence then traditional face to face
training may difficult, time consuming to move effective trainers from place to place or less
effective when we use different trainers in different places. High-quality video technology
can transform a conference call into an opportunity to communicate and collaborate with
teams, remote professionals, and management. This type of system is independent of
locale, so personnel from around the world can take part in a meeting almost as if they were
in the same room with everyone else

Learner Centric and not bound by Trainer:

24/7 access to training videos allows coaching new management, as well as teaching new
employees fundamentals and core competencies. Long-time personnel can stay current with
best practices and acquire new operation techniques and strategies.

Improving the Induction process :

New hires need time to get up to speed. Providing video training can make the transition
expedient and manageable. This time saved hastens productivity and reduces costs

Training on Compliance and Sensitive Issues hassle free:

Human Resources departments can use video training as a powerful method for touching on
sensitive and vital compliance issues, such as sexual harassment laws, fire and safety
policies, and emergency procedures.

Demonstration of Services , Products made easy:

Using Audio Visual aids in training allows everyone in a company to have a thorough
understanding of goods or services that the firm offers. This can make it easier for an
employee whose function is not directly related to a particular product to have better
insight and knowledge about the overall organization.

What are the advantages of Audio video integrated systems?

An AVI is a very powerful visual conferencing solution that offers a range of capabilities
depending upon the products and models that are chosen. They deliver superior sound and
high-definition quality video, allowing participants in multiple boardrooms around the world
to converse with one another as if they were all in the same location. While less powerful
technologies exist and are, at times, capable of performing similar functions, they are
frequently plagued with issues that make the experience less efficient. For example, in some
brands the audio feed can often lag behind the visual feed, creating a disjointed, frustrating
experience that wastes time and makes it harder for participants to focus and work
together.

AVI uses less bandwidth than comparable technology, even though it does a superior job of
allowing collaborators to work together in real time. AVI users may control the experience
via a laptop or tablet, and may use features such as interactive whiteboards and document
cameras to further enhance the experience for everyone on the team.

How do business users benefit from audio video integrated systems?

Businesses benefit in three major ways. First, teleconferencing becomes more reliable and
worthwhile, so travel expenses can be minimized. Telework also becomes more of a viable
option for employees, since certain components make desktop-to-desktop interactions
more feasible. Employers who wish to interview remote job candidates no longer have to
pay for candidate travel expenses.

Second, AVIs are ideal for highly collaborative businesses. For example, two architects in
two different cities could use the interactive whiteboard feature to work on a drawing
together while speaking to one another in real time. They could then store the drawing in
the cloud and email it halfway around the world when the project is complete.

How can classrooms benefit from audio video integrated systems?

AVI can facilitate distance learning, allowing teachers and professors to bring guest lecturers
and colleagues into their classrooms at the touch of a button. Creating clear, professional
webinars that can go straight to students who will view them in the comfort of their own
home becomes as easy as switching on the equipment.

AVI technology can also facilitate in-class learning by allowing instructors to overcome
classroom acoustic issues. Studies show that classrooms equipped with AVI tend to have
higher student engagement. They achieve better test scores because they can actually hear
their instructors. AVI technology is proven to reduce teacher absenteeism as well, since
many instructors are prone to illnesses in the throat and vocal chords.

Bringing audio video integrated systems into the workspace

Data Projections helps organizations bring AVI into their school or workspace by designing
custom solutions to fit every need. Intuitive control systems and excellent streaming
technology come together to deliver an unparalleled communications experience.

Who can benefit from audio video integrated systems?

While almost anyone with a laptop and a headset can communicate with people around the
world, audio video integrated systems allow organizations to take teleconferencing to the
next level. High-level equipment allows session participants to move around the room
naturally while speaking at a normal volume. High-definition imaging delivers a crisp, clear
image, allowing participants to see each other’s body language and facial expressions as if
they were all standing together in the same room.

AVI technology delivers several other advantages as well. For example, streaming sound
doesn’t lag behind video feeds in an AVI system. This means there are no costly or
frustrating delays. Organizations running high-stakes meetings appreciate this capability,
since technical delays can often reflect poorly on the organization hosting or sponsoring the
meeting. These delays also have a negative impact on productivity.
Thus, an organization can benefit from AVI if:

 They need to conduct meetings with participants located in remote locations.

 They wish to offer remote training sessions or to set up virtual classrooms.
 They wish to cut travel costs by interviewing candidates, witnesses, or other people
remotely, without sacrificing the ability to see body language and facial expressions
while hearing precise vocal tones.
 They are highly collaborative and need to interact with documents or drawings in a
shared, cloud-based environment, and in real time.
 They wish to improve the audio quality in real classrooms, lecture halls or large
meeting spaces so that all participants may hear each word clearly and concisely while
maintaining a good view of the meeting hosts.
In short, audio video integrated systems are the perfect answer when laptops and headsets
just aren’t enough to get the job done right.

Once the purpose and goal of the presentation is determined, a balanced combination of
audio and visual techniques can help reinforce the material.   Audio Visual aids should :

 Have a definite purpose that aligns with the purpose of the meeting 
 Be relevant to the content
 Be brief and uncomplicated

The recent research revealed the following retention rates after 3 hours and 3 days of
presentation, respectively:

Time Lapsed After 3 Hours After 3 Days

 Presenter Only  70%  10%
 Audio/Visual Only  72%  20%
 Presenter and Audio/Visual                                    85%  65%

Benefits of Audio/Visuals:

 Communicates ideas effectively 
 Explains complex ideas
 Makes you look professional and organized
 Reinforces and enhances your presentation 
 Provides key words to trigger your memory
 Can be used again – saves presentation preparation time!
Video technology has proven to be a useful tool for so many fronts, such as
communication, collaboration, long-distance conferencing and more. Using
video as a training tool isn’t new. It has been around long enough to become a
substantive methodology for training groups of employees. The growing use of
video training solutions in the corporate world is an example of the digital
workplace of the future. The complexity and sophistication that video
technology has reached enable the training of in-house, mobile, and remote
workers, as well as the significant improvement in the quality of training. Now
is the ideal time to take advantage of video training opportunities.

1. Improving the onboard process – New hires need time to get up to speed.
Providing video training can make the transition expedient and manageable. This time
saved hastens productivity and reduces costs.

2. Offer comprehensive training anytime and anywhere – 24/7 access to training

videos allows coaching new management, as well as teaching new employees
fundamentals and core competencies. Long-time personnel can stay current with best
practices and acquire new operation techniques and strategies.

3. Demonstrate products or services in-house – This capability allows everyone in a

company to have a thorough understanding of goods or services that the firm offers.
This can make it easier for an employee whose function is not directly related to a
particular product to have better insight and knowledge about the overall organization.

4. General compliance training – Human Resources departments can use video

training as a powerful method for touching on sensitive and vital compliance issues,
such as sexual harassment laws, fire and safety policies, and emergency procedures.

5. Video conferencing – High-quality video technology can transform a conference

call into an opportunity to communicate and collaborate with teams, remote
professionals, and management. This type of system is independent of locale, so
personnel from around the world can take part in a meeting almost as if they were in
the same room with everyone else.

Establishing an effective training program that uses current video and audio technology and
software is the first step in building a knowledgeable staff. Employees that are well-trained
and have the opportunity to engage in ongoing training programs tend to be both confident
and competent.

Simulated Training:

Real time Examples of Audio Visual Aids in Training:

The US Armed Forces are increasingly utilizing simulation based training programs for
soldiers and officers and officers. For example the army developed video game type training
programs called Full Spectrum command and Full Spectrum Warrior for training troops in
urban warfare. According to one description the two games offer extremely realistic
features, within a context that emphasizes real time leadership and decision making skills.

In training a physician for instance, an interactive Computer based interactive training

system (CBT) lets a medical student take a hypothetical patient’s medical history conduct an
examination, analyze lab tests, and then (by clicking the examine chest button) a type of
chest examination and even hear the sounds of the person’s heart. The medical student can
then interpret the sounds and draw conclusions upon which to base a diagnosis. As noted
virtual reality training takes this realism a step further.

The Ford Motor Company uses videos in its dealer training sessions to simulate problems
and captures sample reactions to various customer complaints to understand how they
react to complaints and how better they can handle the same using follow up sessions.

All Major Car Driving Schools use Simulation training model to train their Learners, to help
them better to control their rides when they go for on road practical training.

Simulated training: Training employees on special off the job equipment as in airplane pilot
training, so training costs and hazards can be reduced.

The Stanford University medical students in the virtual reality training room use simulated
training.

Simulated training (occasionally called vestibule training) is a method in which trainees learn
on the actual or simulated equipment they will use on the job, but are actually trained on
the job (perhaps in a separate room or vestibule).

Simulated training is necessary when it’s too costly or dangerous to train employees on the
job. Putting new assembly line worker right to work could slow production, for in stance,
and when safety is a concern as with pilots – simulated training may be the only practical
alternative.

Simulated training may take place in a separate room with the same equipment the trainees
will use on the job. However, it often involves the use of simulators. In pilot training, for
instance, airlines use flight simulators for safety learning efficiency, and cost savings.
Simulated training is increasingly computer-based. In fact, computerized and Internet based
tools have revolutionized the training process.

Computer based Training:

With computer based training, the trainee uses interactive computer based and/or DVD
systems to increase his or her knowledge or skills . McDonald’s developed about 11
different courses for its franchisees employees and put the programs on DVD. The
programs consists of graphics supported lessons, and require trainees to make choices to
show their understanding.

Computer based training (CBT) is increasingly interactive and realistic. For example,
interactive multimedia training integrates the use of text, video graphics, photos, animation,
and sound to produce a complex training environment with which the trainee interacts. In
training a physician for instance, an interactive multimedia training system lets a medical
student take a hypothetical patient’s medical history conduct an examination, analyze lab
tests, and then (by clicking the examine chest button) a type of chest examination and even
hear the sounds of the person’s heart. The medical student can then interpret the sounds
and draw conclusions upon which to base a diagnosis. As noted virtual reality training takes
this realism a step further. Virtual reality puts the trainee in an artificial three dimensional
environment that simulates events and situations that might be experienced on the job.
Sensory devices transmit how the trainee is responding to the computer and the trainee
see, feel and hear what is going on, assisted by special goggles, auditory and sensory
devices.

The US Armed Forces are increasingly utilizing simulation based training programs for
soldiers and officers and officers. For example the army developed video game type training
programs called Full Spectrum command and Full Spectrum Warrior for training troops in
urban warfare. According to one description the two games offer extremely realistic
features, within a context that emphasizes real time leadership and decision making skills.
What do you understand the scope of ‘Functional Training’? Illustrate with suitable
examples.

Discuss the need for evaluation of training. How can evaluation help the design of training
programs?

Training Process and Significance Evaluation:

Training is a set of a systematic processes designed to meet learning objectives related to

trainees' current or future jobs. These processes can be grouped into the following phases;
needs analysis, design, development, implementation, and evaluation. The phases are
sequential, with the outputs of the previous phases providing the inputs to those that
follow.

As we can clearly see from the above training process model that every stage of training is
interrelated to evaluation. Evaluation leads to control which means deciding whether or not
the training was worth the effort and what improvements are required to make it even
more effective. Training Evaluation is of vital importance because monitoring the training
function and its activities is necessary in order to establish its social and financial benefits
and costs. Evaluation of training within work settings can assist a trainer/organization in
learning more about the impact of training. It is important to understand the purpose of
evaluation before planning it and choosing methods to do it. Some advantages of using
evaluations are difficult to directly witness, but when done correctly they can impact
organizations in positive ways.

Training Evaluation is the process of deep examination and analysis of:

• Selecting measures,

• Gathering information based on those measures,

• Comparing what participants learn to some standard, goal, or expectation.

Evaluation is a process to determine the relevance, effectiveness, and impact of activities in

light of their objectives. In evaluating a training and development programme, one needs to
consider that most training and development activities exist in a larger context of projects,
programmes, and plans.

Need for Evaluation of training:

Training Evaluation is required -

• To validate training and development as a business tool

• To justify the costs incurred in training and development gives suitable ROI to investment

• To help improve the design of training and development programme to ensure the chosen
method reaps the desired impact

• To help in selecting training and development methods

Purposes of Evaluating Training and Development Programmes

1. At Oragnisation level

• To assess training and development programme's business impact as a whole.

• To facilitate selection of training and development programme’s performance metrics

related to organization's goals and objectives.

• To get at the business impact measure through direct correlation to organization’s goals
and objectives.

2. At Training level

• To measure a specific training and development programme's business impact

• Perhaps looking at the benefit of specific elements of the programme, or of the training
model for a specific issuer

• The specific training and development programme's business impact measure has a visible
link to the organization's goals and objectives.

• To combine a number of these to project overall programme business impact.

Training Evaluation – Types:

Formative Evaluation: A formative evaluation could be a pilot test, a structured walk-

through, a preview or collecting continuous feedback from participants in
a training program in order to modify it as needed.

Summative Evaluation: A summative evaluation is a method of assessing the value and

effectiveness of a training program at the end of the course or program activities

Evaluation Process flow:

Interlink between Evaluation and Design of the training program:

 Evaluation is the actual measure of effectiveness of the programme. Evaluation gives

the point of view of all the stake holders namely a)Training Organiser, b)Participant,
c)Curriculum Developer d)Trainer
  Training Evaluation brings home the point what Programme results are to be
measured and only if we have clarity on this we could incorporate these important
learning outcomes in the Instructional Design
 Need Analysis give an insight on the expectations of the Management and the
participants and hence inference on it will help to match smooth learning experience
for the participants and the actual expected outcome of the Management.
 Business Outcomes are measured by Improved Performance, Improved Quality and
Greater ROI. Evaluation Outcomes matching these sensitizes the Curriculum
Designers to design the program to ensure activities or modules are developed to
cater to these key expectations.
 Evaluation creates and reinsures the importance and correlation Training and
Performance, thus helps for projection of training to meet with the present demand
and forecast and prepare for the future requirements.

Paper II

Response Sheet 1

Response sheet 2

1. Five methods for measuring outcome of Training:

1. SATISFACTION AND PARTICIPANT REACTION

The most basic evaluation of training measures satisfaction. Handing out a survey at the end
of the course or the training program to see how the participants reacted to the training.
What specific levels of satisfaction and reaction to the training are you looking for? It could
be:

Did the participants enjoy the training?

Did they like the trainer?

Would they want him or her back?

Do they think they felt it was an appropriate use of their time?

Do they think the material was relevant to their work?

How likely would they be to recommend the course to colleagues?

Following the survey, a compiled result of feedback with inference is circulated to all the
stakeholders.

2. KNOWLEDGE ACQUISITION

A valid and reliable evaluation of how much knowledge is acquired can be a useful indicator
to understand how far the participants have assimilated training, to understand if the
content was learned or not. It can state to participants that did not acquire the learning and
further support those who did (potentially making them mentors). Also, it can provide
directions regarding areas that may require further training or additional coaching. What
specific knowledge and skill(s) do we want the participants to develop?

Participants take training more seriously when they know they will be requested to
demonstrate what they learned after the training. Tests within a week of training, grade
their responses, and share these with their line managers. This can help ensure that any
gaps in knowledge can be quickly sown up so that participants don’t pick up new, poor
habits.

3. BEHAVIOURAL APPLICATION

The third level of evaluation answers the question – are they applying what they learned.
What behaviours are we seeking to change as the knowledge and skills are applied on the
job following training? For our custom training programs, we evaluate behaviour (level 3), in
addition to reaction (level 1) and knowledge acquisition (level 2).

For example, training is conducted to correct the Email Communication Errors, a survey can
be conducted from respective supervisors to understand as to how much their errors have
come down or as to how much proposals have been accepted and converted to understand
the effectiveness of the training.

This, more than anything else, can demonstrate the degree to which participants apply their
new knowledge in the real world. This can provide clear evidence of who is applying the
training and who is not, and can lead management to correct misapplication, and reward
close application after training.

4. MEASURABLE BUSINESS IMPROVEMENT

At the end of the day, business training is about generating a business improvement. What
specific business measures or KPIs (key performance indicators) do you want to change or
improve as a result of the training? For a typical Channel Marketing Team of a software
company, Key Performance Indicators include:
Number of Online Proposal Bids Made

Increase in responses received for Bids

Effective Retaining and renewed business opportunities from existing customers

New Customers enquired in a month

Conversion of enquiry into business

5. RETURN ON INVESTMENT (ROI)

The last level of evaluation training relates to return on investment. What specific return on
investment are you after as a result of the training? To evaluate your return on investment
we need to take into account the following things

Take the Course design fee (cost)

Add the facility fee (cost)

Add staff wages that were spent during the course (cost)

Add the opportunity cost of staff time spent during the course (cost)

Measure the business improvement

Consider the financial gains in the long term (3 months, 6 months, 12 months?)

Return on investment (ROI) = Long-term net gains / Cost

Also we can calculate the payback period, Payback period = costs / monthly benefits

LMS, LCMS, EPSS

Key Spring Trends In Learning Management Systems (LMSs)

LMS – a brief outlook:

An LMS provides the simplest platform for managing the experience of students or trainees
as they interact with e-learning content. It offers Software as a service to deliver content
that already exists to the users and managing them. Below is some functionality of LMS:

 An option to get registering participants, tracking their activity, and gauging their
progress through online coursework.
  Interaction with existing Human Resource Information Systems (HRIS), to track the
pool of those eligible for participation, and for reporting back outcomes.
 Increasing the use of talent management functionality, which sometimes overlaps
with functions being performed by HRIS.
 In some cases, tools for analytics and performance management are included.

Recent Trends in LMS

1. Learning Management System (LMS) As A Performance Support Tool (PST)

Performance Support comprises tools or learning aids to help employees with on-the-job
support at the "precise moment" of need. They are available to support and guide learners,
by virtue of being directly embedded into their learning workflow, as they actually go about
their jobs. Underpinning the success of PSTs is mobile learning in its different ways. Modern
learners adopt to Mobile learning for the following reasons:

 Learning something for the first time. (New)

 Seeking to learn more about something. (More)
 Trying to apply or remember something or adapt performance to a unique situation.
(Apply)
 Attempting to solve a problem or deal with something that has gone wrong. (Solve)
 Something changes, which requires a change in how work gets done. (Change)

Other trends falling in the sub-set of PSTs that are showing sure signs of growth are:

Knowledge Reinforcement Tools (KRTs)

The keyword here is 'mobile' and 'mobility'. So, while we talk about support as when-and-
where-needed, it's critical to consider the 'mobile' aspect of it too. Simply because mobile
devices, with their inherent qualities of ubiquitousness, easy portability, and always-on
nature, are capable of providing relevant and extremely useful training that can be accessed
from anywhere, at any time. For KRTs in particular, the learner is focused on using the
mobile side of the LMS, while the admin functionality is web-based.

Sales Enablement Platforms

For the always-on-the-go mobile workforce, tethering to a fixed PC or lugging around

laptops for accessing training is not feasible. And if the report from RCR Wireless News
indicating the growth of the global mobile workforce (to increase to 1.87 billion people or
42.5% of the global workforce in 2022, up from 38.8% in 2016), is anything to go by, the
days of the only desktop-/ laptop-based training is numbered! Sales Enablement Platforms
(again, heavily mobile-driven) are then of significant importance because they provide the
Sales workforce with the right content and training while making optimum utilization of
learner downtime - while traveling, waiting, etc. The advantage - Sales reps get access to
faster learning to increase their productivity and elevate their performance.

Mobile-First

The benefits of mobile-first can never be overstated. With a mobile-first LMS, it is possible
to deliver training anywhere and through any device. That means enhanced flexibility for
employees. The LMS, itself, can be responsive, which implies that the LMS can function well
across all devices while providing consistency in the learning experience to the learners and
assuring lesser complexity on the vendor side to maintain a single code-base. However to
make Mobile-first LMS successful, there is a need for on/off sync capability.

On/Off Sync Apps

The on/off sync feature in an LMS ensures that learners can download learning content onto
their mobile devices and view it (multiple times too!) even when there is no internet
connectivity. But what's the fuss about no internet anyway? Akamai’s latest State of the
Internet report indicates that internet users in many countries—notably India—still suffer
from disappointingly slow connections via both fixed and mobile services. Further, according
to McKinsey & Company, "more than 60% of the world’s population remains offline". In
some other cases, the nature of the industry (eg. oil and mining) involves work that needs to
be done in offsite locations that don’t have an internet connection. While there are some
instances, aeroplane - for example when data connection needs to be switched off. These
app-based LMSs bring about true mobile learning because learners can access learning at
their pace and time, internet or not.

2. Learning Management System With Video Support

The video was big on the 2017 eLearning trends-list last year (according to Cisco’s VNI
Forecast and Methodology, 2015-2020, "video will be responsible for 80% of the internet
traffic around the world by 2019") and continues to rule the spot for 2018 as well. As per
the latest version of the same report, "Every second, a million minutes of video content will
cross the network by 2021". Quite simply, the humungous power of videos to learn, teach,
show, and tell cannot be denied! An LMS in 2018 should be able to support videos, both
streamed (ready integration with YouTube, Amazon S3, and other streaming servers) and
uploaded (high quality, and in different formats). Further, video management features like
video overlays, FPS auto-detection, video bookmarking, etc. are set to be a big part of the
LMS scene in the coming year.
3. Learning Management System As A Learning Ecosystem

2018 will be the year in which the Learning Management System will move away from being
a standalone entity and morph into a holistic Learning Ecosystem. So, apart from managing
and delivering learning/training, the LMS will work alongside several other applications,
tools, websites, etc. to present a one-stop-shop for everything learning. The key
components of the Learning Ecosystem will be:

Online Course Marketplace

With the growth of the Khan Academy, Lynda, and the likes, it's only natural that the LMS of
the future is able to easily integrate with these (and another type of) online libraries/ course
marketplaces. From a learner and an organization perspective, an LMS with support for
online course marketplace gives a massive advantage as it opens the door to a wide
learning/training repository, sometimes beyond what is available in-house/proprietary.

Mobile Learning App

A mobile learning app is a critical aspect of the Learning Ecosystem. It not only offers
learners a continuous and a seamless learning experience, it also enables them to access
training while offline (not connected to the internet) and have their progress tracked and
synced with the LMS when back online.

Integrations

Integrating an LMS with HRIS, HRMS, and other 3rd-party applications come with the most
obvious benefit: time-, cost-, and effort-efficiency. By enabling data exchange and process
automation at multiple levels, a company can focus on its key areas better while
minimizing/eliminating the chances of human error too.

4. Learning Management System Compliant With xAPI

It's a well-known fact that a learning experience goes much beyond formal training. It
includes informal conversations, social media interactions, water-cooler information
exchanges, and even regular chats - essentially all non-formal ways in which learners 'learn'.
While xAPI (also known as TinCan API) has been on the horizon for many years now, the
need to incorporate it into training has never been more pronounced. Employee learning, as
we know it, is being flipped on its head as employees continue to work and consume
information differently, and more so in the coming years. Sample this - '81% of Millennials
check Twitter at least once per day, 22% of the world’s total population uses Facebook,
YouTube overall, and even YouTube on mobile alone reaches more 18-34 and 18-49 year-
olds than any cable network in the U.S.'. A xAPI-compliant LMS, complete with LRS (either
home-grown or 3rd-party), will be a trend-setter for 2018.

5. Third-Party/Off-The-Shelf Content In Learning Management Systems

Closely tying in with the online course marketplace trend is an LMS that supports all the
major OTS or Off-the-Shelf eLearning libraries, comprising content in the form of videos,
HTML5, and Flash courses. These extensive suites of eLearning and mLearning content,
covering areas of business skills, tech skills, soft skills, innovation, leadership, Project
Management, Banking & Finance, etc. and designed with the help of Subject Matter Experts
(SMEs) from the industry, are available as a ready-to-use, budget- and time-friendly solution
that can easily sit on the LMS. With the training budgets showing no sign of increase for the
next year and shrinking timelines for custom content development, an LMS with support for
OTS will be a key trend to watch out for.

6. Learning Management System With Deep Learning

2018 (and beyond) is all about personalization. And an LMS is no exception. A personalized
learning experience based on specific learner need(s) is the name of the game when it
comes to learning platforms. This deep learning will form an integral part of the LMS
experience in future.

The main idea of deep learning is hinged on the premise of 'learning paths'. For learning that
sticks, learners require customized learning paths, which are crafted based on their
interests, role, level of expertise, and personalized set of learning objectives. Determined by
their personal data in the LMS, each step of the learning path is supported by resources and
instant feedback which enables the learners to gauge their progress as they work toward
their set goal(s).

In a primitive way, deep learning can be achieved (to a certain extent) through Competency
Management tools, which through a mapping of roles to skills, identify skill-gaps and
suggest/assign training content to the learners. However, it's the more evolved approach
that will have more takers.

7. Assessment-Based Skill Development Through Learning Management System

While Skill Development Tools and Assessments individually have been a part of the basic
feature-set of a Learning Management System, it's the marriage of these two that will set
the tone of the trend in the time to come. So, it's no longer about just understanding if the
learners have honed the required skill(s) 'post' training. Skill pre-assessments are gaining
traction, with the preference being the assessment tool in the LMS, and not in any 3rd-party
tool. Overall too, an LMS with support for Continuing Skill Development (CPD), Competency
Management, and Compliance Training will hold organizations in a good stead not just in
the near future but in the long term as well.

LCMS – a way for digital content creation:

An LCMS provides a more complex platform meant for developing content used in e-
learning programs. Many LCMS packages available on the market also contain tools that
resemble those used in an LMS. The emphasis in an LCMS is the ability for developers to
create new material. Features that are common in content-management systems are:

 A focus on creating, developing, and managing content for online courses, with far
less emphasis placed on managing the experience of learners.
 A multi-user environment that allows several developers to interact and exchange
tools.
 A learning object repository containing learning materials, which are commonly used
components that are archived so as to be searchable and adaptable to any online
course.

Organizations that have all their existing materials in commonly used business software
formats – like Microsoft Office products – will find that few LMS platforms allow for them to
simply be imported and modified. Those materials need to be created from scratch, and to
do that one will need an LCMS.

Recent Trends in LCMS:

Personalization & Contextualization

Thankfully, advances in technology coupled with advances in understanding of the process

of learning are helping to replace ‘one size fits all’ eLearning programs with learning
materials that take account not only of the learner’s learning needs and preferences but
also of the way in which the learner needs to access the learning materials, the learner’s
location and even the learner’s particular culture, language and learning preferences. This is
known as the personalization and contextualization of learning materials. Moreover, the
application of technology can help to identify and improve an organization’s workforce. It
can do this via making learning and performance support materials available – electronically
– at the point of need. Increasingly the ’traditional eLearning’ experience is enhanced by
providing, for example, a mobile access to the learning materials.

Talent Management

It can also provide the systems to underpin this ‘learning content’ and ensure that the
content is not only made available at the right time to the right people and in the way that
the learners prefer to receive it (the personalization and contextualization of learning) but
also monitor, assess and analyze the learners’ responses. This allows organizations to build
knowledge and competency maps of their workforce; identify skills gaps and take steps to
develop appropriate staff so that those skills gaps are filled (skills gap analysis, succession
planning and ‘talent management’). This technology can be further refined to apply to
designing learning materials that will be used across cultures and by people of varying
abilities within these cultures. The key to providing this consistency of message is to
consider contextualization and personalization. This can be done by taking into account
their learning styles and learning preferences and their habits as well as their particular
language and culture. Consequently, developing user-centered learning solutions which can
be adapted to an individual’s learning needs is a key objective for the EC and its constituent
states. In the few years, European learning delivery technologists have developed mobile
learning via wearable computers; enabled the interaction of learners with remote coaches
via mobile technology and virtual worlds, and made increasing use of serious games and
simulations.

Informal & Customized Learning Experiences

Everyone is placing greater emphasis on increasingly informal and personalized content and
learning experiences. This is producing increases in ‘just-in-time’, informal, personalized,
customized pieces of learning content, combining to produce ‘just-intime’, informal,
personalized, customized learning experiences.

Localized Delivery

We are seeing the increased use of mobile and location-based content delivery. This means
that learning is becoming localized and personalized. People receive learning materials
tailored to their particular need at that time. These learning materials are delivered to
where they are and take into account their background and personal needs as well as the
type of delivery device they have and the technology to which they have access.

New Digital Marketplaces for Education

Growth in informal access to learning via portals and software-as-a-service (SaaS) systems,
would generate new digital marketplaces for education, revolutionizing the way we deal
with learning resources online - a little like YouTube and iTunes have done for music and
video assets in this new millennium. This means that the learning content can now be
customized by the learner rather than the developer or producer. Learners download and use this
material or even use it ‘on the fly’ using new devices such as the iPod Touch or iPhone’. Over the last
five to ten years, the method of delivery of learning materials changes from the ‘single turnkey
platform’ to an open, interoperable, two-tier model. Now, with the development of digital
marketplaces, this two tier system has become a three tier system. Between the LMS and LCMS
tiers is a tier of learning content traders and brokers. So learning content publishers and providers
use an LCMS to produce the content, while consumers of the learning are accessing it via LMSs/
virtual learning environments (VLEs) – increasingly via open source systems such as Moodle and
Sakai. In the middle, you find a network of content providers operating as ‘learning clearing houses’.
They take content, version it, deliver it and track it once it has been delivered.

ePortfolios

The future for ‘learning’ is likely to focus on personalization, perhaps with everyone
accessing and updating their lifetime ePortfolio - encompassing their backgrounds,
competences, the learning objects they need and so on as well as documenting their
continuing professional development. That ePortfolio would be available, as necessary, for
potential employers, professional bodies, academic institutions and so on. So today’s
learning platform should be a learning services architecture where, in addition to the
learning content creation and delivery, you can read and write people’s portfolios. “This
means that this architecture can be used to engage in talent management by spotting and
then plugging the gaps in people’s knowledge, skills and competences in order for them to
progress and meet their organization’s needs. As this longer term scenario develops, current
trends in learning delivery revolve around chunking learning content to learners and then
monitoring learners’ responses to this content in terms of, say, competencies, delivery
devices, areas of interest and so on. This aims to help the right people develop the right
competencies by supplying them with the right information in the most appropriate way at
the right time.

Rapid Authoring Tools:

In the last few years, the production of eLearning content seems to have been
revolutionized by the advent of ‘rapid eLearning’ – in other words, the development of
authoring tools which allow learning content to be authored in-house relatively quickly and
easily. Producing eLearning content ‘rapidly’ by in-house subject matter experts has
provoked criticism over possible quality deficiencies in terms of instructional design – since
those designing and developing the learning materials are not necessarily experts in learning
theory or instructional design. As far as learning technologists are concerned, today’s big
challenge facing providers of corporate learning materials is how to enrich existing
standards for learning content publishing and distribution such as SCORM – especially
adding web services protocols to content packages making the learning experience richer
and more personalized. Other challenges relate to how to develop web-based services to
search, query and retrieve repositories of learning content – and the MIT’s OKI initiative is
a good example of one approach to this issue. A Global Standard needs to be set to monitor
the mode of Authoring.

Efficiency & Re-usability:

Irrespective of how today’s eLearning content has been produced, the important issues are
to ensure that this – and all - content is used efficiently; that the learning process is well
managed, and that the content is stored in a way that makes it easily reusable in other
learning materials if required.

Electronic Performance Support System

An electronic performance support system (EPSS) is a special kind of software program for
the training of individuals. It helps the user of the program to complete a certain task in a
guided manner. This system is widely used in many places due to its potential to increase
the productivity of the trainees. These programs are very cost effective and simple to use,
and are thus used by people all over the world for learning a specific computing skill. This
skill may be anything, from computer programming to simply filing a tax return online.

The use of EPSS can be considered the future of training systems. This system can easily
replace an organization's traditional training system because it is much less costly and much
more intuitive and learner-friendly. This system allows a trainee to easily perform a given
task in a short time, while learning a lot about the actual system in the process of working.
Thus, this is an advantageous method for faster working and learning processes. It is
especially useful in smaller firms, where the more experienced individuals have to spend a
lot of time teaching new employees and supervising their work. This results in a lot of
wasted productivity. Another case is that they may have to hire expensive trainers from
outside the firm to train their new employees. However, EPSS negates all these problems by
providing a low-cost measure for better performance.

Comparison of advantages of EPSS over traditional systems:

Recent Trends in EPSS:

EPSS’s and Advance Organizers

The general design principles to construct advanced organizers as: (1) subsumption
principle, (2)assess the effectiveness of content materials on learner characteristics, and (3)
choose between expository and comparative advance organizers (as cited in Hung and Chao,
2007, p. 184). A unified system in a matrix format serves as an and thereby assists the
learner in accessing and processing information.

EPSS’s and Autonomous Learning

EPSS‘s could be used as a change agent in order to motivate students and enhance their
ability to learn independently

EPSS for Quantitative Research:

This prototype facilitates knowledge and skills needed to conduct quantitative research with
four components: a help system, an advisor system, a personal area, and performance aids.
EPSS can successfully support students when performing tasks and those students with
different levels of knowledge benefit equally from using the EPSS

EPSS for Library Orientation:

EPSS can incorporate training modules, simulations, and just-in-time support to facilitate
library orientation for first year university students. Of note, it proves effective in influencing
the students ‘confidence in their knowledge.

EPSS for Personalises Intelligent Mobile Management Systems:

The Personalized Intelligent Mobile Learning System demonstrates how computer adaptive
technology can provide the user a tailored learning experience with on-going automatic
feedback. It possesses a number of processes designed to personalize the curriculum
sequence by collecting English news articles from the web, automatically evaluating the
difficulty of news articles, collecting learner feedback on difficulty level and degree of
comprehension, and storing and utilizing learner assessment information to further
personalize courseware. Learners felt the device advanced their English reading ability,
demonstrating how on-going feedback promotes motivation and volition

Paperless Office – The Concept:

The paperless office is an umbrella term for business practices that improve the workplace
by reducing reliance on paper. While the paperless office could be used to describe a
workplace where paper processes have been completely eliminated, it is more commonly
used to describe methods by which companies can reduce costs and increase efficiency by
making the transition from traditional paper processes digital processes that are managed
through computer software or services. Those scenarios often rely on enterprise content
management (ECM) or collaboration software to share, edit or otherwise manage company
documents that were formerly paper-based.

In practice, companies typically take an incremental approach to achieve a paperless office,

with a focus on eliminating paper from a specific workflow or business process. For
example, a company could digitize document reviews and approvals. In this case, creating a
record digitally and completing that entire workflow in digital format reduces paper and
printing expenses, eliminates the need to scan the document into digital form, and saves
time and effort (and potentially the associated costs) of transporting the physical
documents to people involved with the workflow. Reduced paper disposal costs as well as
the square footage required for records storage are also common benefits of the paperless
approach.
Technologies to Support Paperless Office:
1. Evernote is our number one solution for going to a paperless office - The business and
premium versions of Evernote will OCR scan and search all words in a PDF document and in
photos. It's also a must-have in today's mobile world. The mobile apps can scan business
cards, connect with LinkedIn and automatically enter the contact info into your smartphone
phone book. The evernote clipper extension can be installed in Chrome or Safari Browsers
to help with any website research. There is an Evernote app for almost every mobile device,
Windows and Mac laptops.

2. Cloud Storage - Securely move information and data storage into the cloud. Top vendors
include: Box, Dropbox, Sharefile (by Citrix) and Google Drive etc.,

3. eSignatures - If you process lots of large paper contracts, eSignatures will give you one of
the fastest returns on investment of any of the technologies. eSignatures are legally
accepted in the USA. The top vendors include: Docusign, Adobe Echosign and
Rightsignature (by Citrix).

4. eBilling - There are many great alternative services from Banks to companies that
specialize in eBilling. Some of the top vendors include: Bill.com, Freshbooks.com and
Xero.com

5. Stand-alone Scanners - New low-cost high-speed scanners will quickly scan a multi-page
document into a PDF stored in a digital file. Look for one of our favorite desktop scanners:
the Fujitsu ScanSnap iX500

6. Office Copiers - While upgrading office copier, one should consider getting a model with a
scanner and software built-in. Then use the copier to copy and convert your documents to a
digital format. Some of the leading vendors include: Cannon Office Copier & Scanners and
Xerox Office Copiers and Scanners.

7. Smartphone Cameras and Scanning Apps - Use your smartphone to convert paper to
PDFs. You can even password protect medical and financial information. Our favorite
Smartphone Apps are Scanner Pro (iPhone and iPad only) and CamScanner

8. Tablets - Use tablets to read reports and reduce the need to print more paper. Our
favorite tablet is: the Apple iPad Pro. If you don't like Apple products or have a very limited
budget, here's a link to the top Google Android Tablets . The Amazon Kindle Tablets are also
being used in small businesses to save money. They can be used for work, however, we
believe they are still better for home and personal use at this time.

9. Scanning & OCR Software - Use high quality scanning software to convert paper to digital
information that can be quickly searched. It will take you 10 times longer to search dozens
of paper file cabinets to find key information. The top vendors include: ccscan and
abbyyscan.

10. eBooks - Replace all paper manuals with eBooks and PDFs. Top eBooks formats include:
Amazon Kindle, Apple iBooks, ePub (open industry standard).

Advantages of Paperless office:

 Documents can be found and retrieved with ease using paperless office. This can
save a significant amount of time during the work day.
 The same document can be duplicated, faxed, manipulated or combined at the same
time.
 The paperless office helps multiple users to access the same document at the same
time with more ease and convenience.
 With respect to storage and space involved, the paperless office provides bigger and
more efficient storage. Large amounts of documents can be stored in a single
computer. Bulky file cabinets can be eliminated.
 A document can be retrieved without having to move physically from one location in
the office to another.
 There are greater communication capabilities involved, particularly with employees
working in different locations.

Disadvantages of paperless office:

 Reading of a long document is tough on a computer screen. It is easier to read a long

document on a paper, and many people prefer reading on paper in general.
 Security measures needs to be strengthened in a paperless office. User access
control must be monitored.
 Legal implications of digital work processing are involved.
 The process of converting existing documents into digital form takes time and
sometimes comes at great costs.
 Continual upgrading of hardware and software can be essential.
 Computer viruses, power outages, network crashes and the like can effectively shut
down an entire company if it relies solely on digital information.
Blended Learning:
Blended learning is where Organizations have begun to develop hybrid learning strategies
that utilized both classroom and web-based learning methodologies. This trend has been
growing at a feverish pace over the last few years and shows no signs of abating in the
near future.

For blended learning courses to be effective, they must address the specific organizational
and learner needs and blend the mix of training modalities accordingly.

For example, an insurance company with thousands of sales agents dispersed across the
region needs a scalable solution and thus may deliver a big part of its product training
program online. To make it engaging and accessible, they select a mobile-first microlearning
solution. Only occasionally will they invite the sales force to face-to-face trainings, to drive
motivation and networking. On the other hand, a corporate university co-located in the
company headquarters may want to keep classroom training at the center of its
instructional approach but blend it with a learning app to sustain training outcomes.

How to blend seamlessly:

Any effective learning intervention needs three key ingredients:

- Content

- Infrastructure

- Experience Design

Many make the mistake to focus on content or infrastructure only. To get blended learning
right, maybe the biggest shift is towards employee-centric experience design. Understand
your learner and integrate learning into his or her workflow. Rethink how employees learn
and how teaching occurs. For example, flipping the classroom requires a rethink of the
classroom approach. Core knowledge is not delivered in the classroom but online at home.
Valuable classroom time is reused to discuss questions and apply learning, e.g. through
exercises and games.

Pre-Course Steps:

The learner can prepare knowledge at home in their own time using desktop, laptop, or
mobile device using the precious time in classroom for discussion and simulation.

During The Classroom Steps:

Digital devices can play a role in giving individual, real-time feedback and engaging everyone
at the same time. (E.g.to share a certain experience – if done online, everybody is forced to
do it and it can be easily shared with the entire group.)
Post Course Steps:

Targeted post-course content and engagement can enhance learning transfer. The learner
can practice and apply what has been taught in class. Peer-to-peer support provides further
motivation and deepens knowledge.

Ways to convert Classroom driven environment to Blended Learning

Environment:

Benefits of Blended Learning:

Improved training costs and ROI

With eLearning, each time the course is accessed a company’s ROI improves because it
shares any fixed production costs by the number and frequency of uses. Companies save
through decreased travel, reduced material, and hopefully enjoy improved (and more
efficient) staff performance. Apparently, Ernst & Young cut its training costs by 35% while
improving consistency and scalability with eLearning: they condensed about 2,900 hours of
classroom training into 700 hours of web-based learning, 200 hours of distance learning and
500 hours of classroom instruction, a cut of 53%. I also spotted a very interesting press
release from this global leader in professional services which highlights its commitment to
developing eLearning platforms for its 100,000+ staff worldwide to access quickly and use
extensive learning resources for professional development and advising clients.

Continued Learning access

Live learning events require participants to align their schedules to the training calendar.
Too many things assimilated through short time training period, may not draw much
retention. Live training coupled with post training online learning will increase learning
scope and retention.

Greater retention

Blended Learning’s combination of multimedia and instructional design with instructor

interference delivers a very rich learning experience that is, most importantly, repeatable.
Add some good practice activities, feedback from the trainer and comments from other
participants, and there you have it: a learning environment that’s going to help staff more
likely to retain the course content and so repeat it to deliver some great results.

More control to learners

Blended Learning often gives more control to the learners in a way that classroom learning
doesn’t. Learners can go at their own pace, not at the pace of the slowest or fastest
member of a group in the class environment. And from my own experience, time in
classrooms can sometimes be spent on issues raised, understandably, by other delegates
that aren’t relevant to the other participants.

More Engaging:

Blended learning can negate the boring monotonous classrooms with engaging online
contents and polls relevant to the objective of training and at the same time reduce the
level of disengaged audiences.

Reduces major pitfalls of Traditional & E-learning

Blended learning’ solution can avoid the major pitfalls of using either of these formats as the
sole delivery mode. Like classroom training has pitfalls like – reproducibility, logistic issues,
costs and E-Learning has pitfalls like – non-control over drop outs, lack of understanding
how much learners have understood or applied.

Check list to understand organisation’s training outcomes and Blended Training Needs:

1. Are your learners traveling offsite to attend live training sessions?

2. Are your learners dispersed across several different worksites?

3. Do you train more than 200 people a year?

4. Do you launch new products frequently?

5. Is your content rich and complex and learners would benefit from learning on demand?

6. Are you launching the same training to multiple cohorts (over time, across locations)?

7. Are your training sessions stretched over a period of time?

8. Is your training aiming to evoke behavioral change?

9. Are more than a third of your learners millennials?

Scoring Pattern : Yes means -1 point.

Score Interpretation:

0-3 points: Organization is likely to be small, all your employees work in the same office and
do not travel much. Under these circumstances, training still benefit from digital
enhancement but one wants to establish the business case first. Need to take expert advice
to identify the biggest opportunities and most cost-effective digital tools to support your
organization
 4 -6 points - Organization is likely facing a few training challenges. A blended learning
approach would help enhance training and learning outcomes. Need to investigate next
steps to explore options how to get started with blended learning.

7 -9 points - Organization is delivering training at scale, and effective learning is important

for your business success. A blended learning approach will deliver better learning outcomes
that in turn will drive business outcomes such as customer satisfaction and sales. Talk to an
expert and get started anytime

Continuum Online Facilitated Online Studio-based

Type Instruction Instruction Blended Instruction Instruction
Teacher-prepared
Teacher-prepared
Teacher-prepared content Teacher-directed
learning environment
Teacher-prepared content Teacher- instruction Increased and initial problems /
content Teacher- directed instruction interaction among task Student-centred
directed instruction. Interaction between teacher and students approach Active
Teacher has minimal or teacher and students. Opportunity for interaction between
no direct involvement Need student-negotiated tasks students /
with students. Need for both to participate Need for both to teachers Changed
Role of teacher / for students to face-to-face and participate face-to-face role for teacher and
student participate online online and online student
Synchronous Asynchronous
teaching / learning learning with
Asynchronous Synchronous Increased opportunities synchronous support
teaching / learning teaching / learning for asynchronous Collaboration Online
Learning options Asynchronous learning Opportunity gallery with forum for
controlled by options Collaborative for face-to-face Learning negotiated by
time— options Learning Collaboration Learning teacher / student
Online Approach fixed start / stop time controlled by teacher controlled by teacher
Content managed
in learning Content in LMS,
management system support via
(LMS) such as email or synchronous Collaborative software
Blackboard, D2L, software Online discussions, LMS, (e.g., CMAP, shared
Moodle, WebCT;; (e.g., Elluminate synchronous whiteboards);;
assessment via Live, MSN conferencing Physical simulations, VR, LMS,
Example of computer-marked Messenger);; online classroom/lab synchronous
software quizzes discussions environment conferencing
Lecture / information Lecture, discussion, task
Instructional transfer Lecture, discussion, task negotiation, problem--
strategy Lecture, discussion negotiation solving
Formal testing / Authentic assessment
Testing / teacher marked, using
computer marked potential for checklists / rubrics for
(true or false, multiple Formal testing / alternative, more project
Evaluation choice, short answer teacher marked open-ended assessment assessment
 (essay,
project, etc.)
Potential for all levels,
Knowledge level including the higher--
Knowledge level Comprehension level order thinking tasks of
Link to Bloom’s Comprehension Application level synthesis and
Taxonomy Knowledge level level Analysis level evaluation
Potential for all media
to be used Use media
to dramatize personal
experiences Use
media as a starting
Text to read Audio files
Text to read Audio (podcasts to point for personalized
files (podcasts to hear)Images to watch learning and individual
hear)Images to watch Exhibits to explore demonstration of
Text to read Audio Exhibits to explore Simulations to engage understanding Create
files (podcasts to Simulations to engage with Demonstrations to own media
Role of Media hear)Images to watch with discuss
Comparison of approaches in different modes of training: