Unit_2_Training_in_Process of developmen

Ppt

1. Trainer and Training Unit II

2. Trainers: Roles The trainer The provider The consultant The innovator The manager Developing a Trainer

3. Identify the Training Needs of Employees: 1. Decide What You Are Trying To Achieve 2. Identify The Knowledge, Skills, And Abilities Needed To Meet Your Objectives 3. Figure Out What Employees Know 4. Talk To Employees 5. Talk To Managers 6. Decide On The Data Points That Are Valuable To Your Team 7. Evaluate Your Current Training Resources 8. Match Your Training To Your Needs

4. Conducting a Training Needs Assessment Step 1: Identify the Business Need Step 2: Perform a Gap Analysis Gap analysis methods. Some gap analysis assessment tools are the following: HR records Individual interviews. Focus groups Surveys, questionnaires and self-assessments Observations Step 3: Assess Training Options Solution to a problem Cost Number of Employees Trained x Cost of Training = Total Cost of Training Return on investment Legal compliance Time Remaining competitive Step 4: Report Training Needs and Recommend Training Plans

5. Outline Plan for Training Needs Analysis (Planned Interview)

6. Why Evaluation?? Types of Training Evaluation Formative Summative Methods to Evaluate Training Effectiveness The three approaches are:   The  Kirkpatrick  Model (1950s) Level 1: Reaction  Level 2: Learning  Level 3: Behavior  Level 4: Results  2. The Phillips ROI Model  (Jack P hillips ; 1980s) Level 1: Reaction   Level 2: Learning  Level 3: Application and Implementation  Level 4: Impact    Level 5: Return on investment (ROI) 

7. 3. The CIPP Evaluation Model  Context  Input  Process  Product  The CIPP model aims to link evaluation with the decision-making that goes into running a training course or program. Planning  Structuring  Implementing  Reviewing  Revising 

8. Using CIPP as formative assessment  To use the four areas of evaluation before the program, these are the types of questions you’d ask:  Context:  What do we need to do?   Input:  How should we approach training?   Process:  Are we on the right track?   Product:  Does this program have a successful track record?    Using CIPP as summative assessment   CIPP can also be used as a form of summative assessment, to identify what went right and wrong in a training course or program. Here are some questions you may ask:  Context:  Did the training address our needs?  Input:  Was the training well designed?  Process:  Did the training stay on the right track? Why? Why not?  Product:  How successful was the program in meeting our goals?  

9. Criteria for choosing outcome Relevance Reliability Discrimination Practicality

10. Types of Evaluation Design Post test Pre test/post test with comparison group Time series Solomon four group

11. The Process of Planned Training (Source: Armstrong Michael (1995)