Beruflich Dokumente
Kultur Dokumente
Development
Source: Holly Dolezalek, “2004 Industry Report,” Training (October 2004): 28.
© 2007 Thomson/South-Western. All rights reserved. 7–5
The Systems Approach to Training and
Development
• Four Phases
Needs assessment
Program design
Implementation
Evaluation
Source: Condensed from Ron Zemke, “How to Do a Needs Assessment When You Think You Don’t Have Time,”
Training 35, no. 3 (March 1998): 38–44. Reprinted with permission from the March 1998 issue of Training Magazine.
Copyright 1998. Bill Communications, Inc., Minneapolis, MN. All rights reserved. Not for resale.
© 2007 Thomson/South-Western. All rights reserved. 7–11
Phase 2: Designing the Training Program
Instructional objectives
Principles of learning
Meaningfulness of presentation
Behavioral modeling
Massed-vs-distributed learning
Nature of training
Type of trainees
Source: Holly Dolezalek, “2004 Industry Report,” Training (October 2004): 32.
© 2007 Thomson/South-Western. All rights reserved. 7–29
Training Methods for Nonmanagerial
Employees (cont’d)
• Programmed Instruction
Referred to as self-directed learning—involves the
use of books, manuals, or computers to break down
subject matter content into highly organized, logical
sequences that demand continuous response on the
part of the trainee.
• Audiovisual Methods
Technologies, such as CDs and DVDs, are used to
teach skills and procedures by illustrating the steps in
a procedure or interpersonal relations.
Source: Holly Dolezalek, “2004 Industry Report,” Training (October 2004): 34.
© 2007 Thomson/South-Western. All rights reserved. 7–34
Training Methods for Nonmanagerial
Employees (cont’d)
• Simulation
The simulation method emphasizes realism in
equipment and its operation at minimum cost and
maximum safety.
Used when it is either impractical or unwise to train
employees on the actual equipment used on the job.
Source: Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas—Grid Solutions (Houston: Gulf Publishing, 1991), 29. (First published
as The Managerial Grid Figure by Robert R. Blake and Jane S. Mouton.) Courtesy of Grid International, Austin, TX. All rights reserved.
© 2007 Thomson/South-Western. All rights reserved. 7–38
Case Studies
• The use of case studies is most appropriate
when:
1. Analytic, problem-solving, and critical thinking
skills are most important.
2. The KSAs are complex and participants need time
to master them.
3. Active participation is desired.
4. The process of learning (questioning, interpreting,
and so on) is as important as the content.
5. Team problem solving and interaction are possible.
Source: Richard J. Wagner and Robert J. Weigand, “Can the Value of Training Be Measured? A Simplified Approach to
Evaluating Training,” The Health Care Manager 23, no.1 (January–March 2004): 71–78.
© 2007 Thomson/South-Western. All rights reserved. 7–51
Criterion 4: Results (cont’d)
• Benchmarking
The process of measuring one’s own services and
practices against the recognized leaders in order to
identify areas for improvement.
1. Training activity: How much training is
occurring?
2. Training results: Do training and development
achieve their goals?
3. Training efficiency: Are resources utilized in the
pursuit of this mission?
Orientation training
Diversity training
Source: George Bohlander and Kathy McCarthy, “How to Get the Most
from Team Training,” National Productivity Review (Autumn 1996): 25–35.
© 2007 Thomson/South-Western. All rights reserved. 7–61
Special Topics in Training and Development
(cont’d)
• Cross-Training
The process of training employees to do multiple jobs
within an organization
Gives firms flexible capacity.
Cuts turnover
Increase productivity
Pares down labor costs
Lays the foundation for careers rather than dead-end
jobs.