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What is training? Why use a systematic approach to training? Overview of the ADDIE Model Origin of the ADDIE Model Alternatives to the ADDIE Model The Kemp Model The Dick & Carey Model Knirk & Gustafson Model Training Needs Analysis: Uses and benefits of the TNA Persons who guide the TNA Levels of the TNA Factors Affecting the TNA
Why Training?
Training plays an important role in increasing productivity and competitiveness. Training therefore should be targeted, carefully planned and evaluated. One must take a systematic approach to designing effective training systems.
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Increase productivity
Enhance workforce and organization flexibility Lower or remove performance deficiencies Improve product quality Increase employee commitment Lower turnover and absenteeism rate Meet regulatory requirements Improve service to customers
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It is particularly useful for developing instructional programmes that blend technology, pedagogy and content to deliver effective, inclusive (reliable) and efficient learning.
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The Knirk and Gustafson design method and model is a prescriptive stage model for instructional designers. They designed a three stage process which includes problem determination, design and development. The problem determination stage includes identification of the problem, definition of the pedagogical goals and identification of what the learners can do (knowledge, skills, learning styles, affect, etc.)
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What is ADDIE?
A systematic approach (model) for developing effective instruction.
One of the most popular models in instructional design. Outcome of each step feeds into the subsequent step. Evaluation is ongoing throughout each layer of design.
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Implementation
Evaluation
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Analysis
Evaluate
Develop
Evaluate
Implement
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NEEDS ANALYSIS
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A Needs Assessment can be Used to Identify: Organization goals and its effectiveness in reaching these Discrepancies between current and future performance Types of programmes needed Target audience for the programme
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The ADDIE analysis phase serves a major role in the quality assurance process.
It defines the project's needs and ways to measure its success.
Increased relevance of content based on fact not intuition Provides base-line information for evaluation of training Increase the motivation of participants Increase the chances that the time and money spent would be wisely spent Wrong focus Too easy or too hard Incomplete, redundant, or inaccurate content If you rush to development, you may not catch those errors until you launch the course.
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Lack of support for the needs assessment process Time consuming Difficult to summarize findings into objective data Managers may prefer action over research Training fads and demands from senior managers sometimes take precedence Dont know how to conduct an assessment
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The training specialist may speak with many people to learn about the project and its overall goals. Here are just a few examples of individuals who can provide information:
Organizational
Entire organization, single division or department
At this level you prepare for future need
Job/Task
Single job category Indicated by low productivity
Individual
Individual employee Indicated by poor review or employee assistance request
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Organizational Analysis
Identifies the KSAOs that employees will need in the future as the organization and their jobs change
An examination of how internal and external environmental factors affect overall organizational performance
Identifies constraints on training
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Task Analysis
Starts with job requirements and compares employee KSAs to identify areas in need of improvement. Job descriptions and specifications provide information on expected performance and skills required. Gaps between job requirements and job performance indicate a need at the task level.
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Individual Analysis
Focuses on individual employees and how they perform their jobs Performance review data is used to identify needs Self-assessment can also be used If these reveal performance gaps, a development plan is designed to help the employee improve
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Environment
Changes in equipment Changes in procedures Mergers & Acquisitions New technology Organizational growth Downsizing New product line
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Environment
Changes in skills, guided by the strategic plan Changes in demographics ie. changes in the labour pool, literacy levels of workers Changes in laws and regulations
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If no
Propose Solutions
Present Proposal
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Analysis also considers the learning environment, any constraints, the delivery options, and the timeline for the project.
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Collect critical information about business needs, learners' capabilities, and course content. Here are some of the questions you may ask during the ADDIE analysis phase:
What are the business needs driving this training project? What are the goals and objectives for this training project? How will you define success for both the learner and the project? How will you measure that success? Who is the intended training audience? What do the members of the learning audience already know? What do they need to learn? What resources are already available?
The training specialist uses the answers to these, and any possible combination of other questions, to write the course's performance objectives.
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Think About it
1.
Needs assessments may not be conducted in organizations because: a. Gaps between employees skills and knowledge are already known b. Managers may prefer action over research c. There is no existing job descriptions d. Knowledge of what other companies are doing precludes a costly study
2. Which level is a needs assessment targeting when measuring what skills are required to perform a job effectively? a. Individual b. Task c. Organizational d. Strategic
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Bibliography
Learning-Theories.com: Knowledge base and webliography (n.d.). Retrieved September 5, 2011 from http://www.learningtheories.com/addie-model.html
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