Notesale: Turn your study into money

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Reasons for training
Responding to change: successful organisations will be those who help their people respond to &
meet the challenges surrounding change

Ignorance is expensive the lack of trained staff could cost the organisation
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Benefits of training:
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Motivated staff
Decreased stress
Better prospects for staff
Increased professionalism
Customer satisfaction
Increased efficiency
More profit
...

2
...


Learning needs analysis
Organisational analysis
Job analysis
Individual analysis
learning design and delivery
Define objectives
Develop learning and training methods
Select and prepare learners
Conduct learning
Transfer and evaluation of learning

The process illustrated above presents LTD in an orderly and sequential manner – the reality
may be quite different in organisations
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1
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An organisation wide review of LTD needs and requirements is
undertaken
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A need is a discrepancy or gap between what is & what ought to be
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Training needs analysis refers to any shortfall between current KSA(knowledge, skills,
abilities) & the level required now, or in the future
Training needs can be current, for the future or both
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current level present
knowledge, skills and
attitudes of employee
(learning/training gap)

2
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The
business must ask themselves “how do we know what people want to learn and how will we
help them to learn it?” the LTD plan is developed with specific objectives identified
...
The choice of LTD method is important as it can significantly impact the extent to which any
learning occurs
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4
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Benefits of need analysis
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Basis for the organisation’s investment on its core needs
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Can uncover system anomalies or problem areas adversely impacting performance &
needing attention
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Qualities of an effective trainer
Within what may be a short time period the trainer has a responsibility to develop an atmosphere
conductive to learning
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The atmosphere can be helped by
the qualities of the trainer, so a trainer needs to:
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Be approachable
Be empathetic
Be honest
Be trustworthy
Have integrity
Be non- judgemental
Be patient
Have a sense of humour

Displaying such qualities in your training can help to make your training more effective and earn you
the respect of your trainee
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On the job methods: in company on the job/in the company off the job
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External courses educational/skills based
Workshops, active discussion
Computer – based training
Open/distant learning
External placements
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The freer form of instruction
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There may however be an issue around learner support, learning style & social dimension
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Pavlov’s experiments with dogs
2
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Kolb’s exoerential learning cycle
4
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Revans’ ideas on adult learning
6
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Honey and Mumford learning styles:

Activist: (concrete) what’s new? I’m interested in new ideas
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Involves themselves fully without bias in new
experiences
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Prefers to learn by listening & watching the efforts of
others, by copying their skills & their behaviours
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Theorist: (abstract) how does this relate to that? Prefers to learn by questioning, analysing &
reading in order to arrive at their version of best practice
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Pragmatist: how can I apply this in practice? Prefers to learn by debating the practicalities &
questioning others to arrive at a realistic approach
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However, none of these 4 learning styles is exclusive it is possible that one person could be both
a reflector & a theorist, & someone else could be an activist/pragmatist or even a
theorist/pragmatist
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Kolb developed a theory of experiential
learning often referred to as the Kolb cycle
...
The cycle suggests that it is
not sufficient to have an experience in order to learn
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This learning must
then be tested out in new situations
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Barriers to learning
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Employees have many other responsibilities
Lack of time
Lack of money
Lack of childcare/family support
Scheduling problems
Transport/access problems
Insufficient confidence
Not interested or ready to learn – doing so under duress (forced to do so)
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It must in fact, have a
commitment to improvement, innovation and change
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If the people in the company are not mobilised to produce the right
quality product or service on time and every time then the enterprise is destined to fail
...
in the business planning equation
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(Human resource management in
Ireland 3rd edition
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Management development
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It is an attempt to improve managerial effectiveness through a planned & deliberate
learning process (Mumford, 1986)
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A tool in facilitating quality and excellence
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Inadequate development of management leads to inflexible organisations, which effects
competitiveness
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Highly structured
2
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Strong emphasis on structured training programmes
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Far more decentralised
2
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(Garavan et al
1995)
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3 significant triggers: requirement to ensure effective utilisation of HR; use of L, T&D to
facilitate implementation of new technology; organisational change
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Other triggers: organisational culture, multi-skilling strategies; maintenance of quality
standards
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Difficult to accurately quantify it
2
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85% of payroll
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Most organisations provide at least some form of training
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More likely to provide L&T for senior management than any other employee category
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5
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Volume of learning activity undertaken
Mean number of management development days was 4
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Methods used to identify T&D needs & evaluation strategies
1
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2
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78% of respondents evaluate T&D activities
4
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