Question

You are hired as the Training & Development Specialist at a manufacturing company. The Director of HR has asked you to complete small project in two parts, detailed below.

PART A

You have been tasked by the Director of HR with developing the training for a new Human Resources Assistant

This employee will be supporting a Manager and two HR Consultants by doing the following:

·      reception duties

·      looking after all paperwork

·      formatting union contracts and

·      providing general admin support to the department.

You are tasked to develop and write 5 different objectives for the training.

Each objective must be measured by the end of training by the trainer.

Each objective must be divided into the parts of performance, condition and

criterion using the following format for each:

Objective 1: write out your objective out in full; - then separate it into the following parts:

Performance 1: write the performance portion of your objective

Condition 1: write the condition portion of your objective

Criterion 1: write the criterion portion of your objective

Please note that each objective, including all 3 parts of that objective, must be

completely different from each other objective. This means that conditions should not be repeated.

PART B

The Director of HR has tasked you with some research as the organization is going to be embarking on some company-wide training initiatives.

1. The CEO has heard of the terms "on-the-job training" and "off-the-job training". How might you define them, and could you provide an example for each?

2. As part of her presentation to the Sr. Leaders meeting, the Director of HR has asked you to describe things sources of data for your ANALYSIS, provide a list of training METHODS, and how you might EVALUATE the training in these company-wide initiatives.

3. She has also asked you to describe 3 advantages and 3 disadvantages of asynchronous and synchronous methods for any new training programs.

Answer 1

PART A: Five different objectives for the training are:

1. JOB REQUIREMENTS

New employees in the organization need detailed instruction and proper training for effective and good performance in the organization. The employees who are selected due to new environment might not be able to give their best, so the new entrants should be provided with proper orientation training to make them familiar with the working conditions and the organization.

(a) Performance: The trainee is expected to perform his job properly with full effeciency and effectiveness. He can do that only if he is provided with adequate knowledge and training about the job he needs to perforn.

(b) Condition: The training also indicate the conditions under which the trainee is required to perform i.e. he needs to perform multiple tasks simutaneously with precision.

(c) Criteria: While familiaring the trainee with the job requirements, he should also be given the idea of how well he needs to perform the job i.e. to perform the job under given time frame to satify the requirements.

2. GOOD RELATIONSHIP

With the help of training all the people will be learning the things under one roof by this way a sound relationship between the worker and his job the optimum man task relationship as well as good contracts and understanding with the superior will be established.

(a) Performance: The trainee can perform his job properly if he coordinates well with his collegues and maintain good relationship with them. This will help him in adjusting to the behaviour of the organisation and he will feel much comfortable in performing his job more efficiently.

(b) Condition: The trainee needs to perform his job under certain conditions like he has to maintain good relations with his co-workers and do not create negative vibes in the working culture.

(c) Criteria: Training should also include how the trainee has to maintain relations in order to satisfy his job requirements.

3. HELPS IN FACING THE CHALLENGES

With the help of training the people who under-went training will be able to face different challenges in the competitive era. By this manner the employees can meet the present as well as the changing requirements of the job and the organization.

(a) Performance: The training programme should include the obstacles & challenges which the employees will face during his job the employee knows well in advance the challenges and prepare a plan on how to tackle them without restraining his job duties.

(b) Condition: The trainer must present the conditions to the trainee as how to work effectively under the environment which enables lot of opportunities and possess threats and how to tackle them in the long run.

(c) Criteria: The challenges in the working culture provies a platform of opportunities for the employee to grow enormously by sticking to the hard work and meeting the deadlines in order to statify the requirements for the job.

4. TO INCREASE PRODUCTIVITY:

Instructors can help employees increase their level of performance on their present assignment. Increased human performance often leads to increased operational productivity and increased company profit.

(a) Performance: The trainee should be given the training of how to increase his productivity by achieving the level of expertise in that particular field.

(b) Condition: The trainee has to work under the condition that he will have various assignments back to back, so he has to work very hard in order to sustain in the organisation.

(c) Criteria: The trainee must understand that he needs to work relentlessly in order to improve his efficiency for the work undertaken.

5. TO PREPARE FOR PROMOTION AND MANAGERIAL SUCCESSION

An employee acquires new skills in a training programme; so can a manager. He/she accepts challenging tasks and does not hesitate to assume and bear higher responsibilities. Training elevates the employee from the present job to the next job easier, faster and smoother.

(a) Performance: The trainee should be given the training of how to do multi-tasking and he should be trained for different jobs for improving his performance.

(b) Condition: One of the condition in training is that the trainee has to undergo different tasks simultaneousy and to complete them within deadlines in order to prepare himself for the promotion and bonuses.

(c) Criteria: The trainee must understand that he needs to work relentlessly in order to satisfy the requirements of the job.

PART B:

1. Methods of Training: On-the-job Training Method and Off-the-Job Methods!

Management development is a systematic process of growth and development by which the managers develop their abilities to man­age. It is concerned with not only improving the performance of managers but also giving them opportunities for growth and develop­ment.

There are two methods through which managers can improve their knowledge and skills. One is through formal training and other is through on the job experiences. On the job training is very important since real learning takes place only when one practices what they have studied.

(a) On the Job Training Method:

This is the most common method of training in which a trainee is placed on a specific job and taught the skills and knowledge necessary to perform it.

Example: Job Rotation: This training method involves movement of trainee from one job to another to gain knowledge and experience from different job assignments. This method helps the trainee understand the problems of other employees.

(b) Off the Job Training Method:

On the job training methods have their own limitations, and in order to have the overall development of employee’s off-the-job training can also be imparted. The methods of training which are adopted for the development of employees away from the field of the job are known as off the job method.

Example: Case Study Method: Usually case study deals with any problem confronted by a business which can be solved by an employee. The trainee is given an opportunity to analyse the case and come out with all possible solutions. This method can enhance analytic and critical thinking of an employee.

2. An effective training program is built by following a systematic, step-by step process. Training initiatives that stand alone (one-off events) often fail to meet organizational objectives and participant expectations. In today’s post we outline the five necessary steps to creating effective training programs that drive positive business impact.

1. Assess training needs:

   The first step in developing a training program is to identify and assess needs. Employee training needs may already be established in the organization’s strategic, human resources or individual development plans. If you’re building the training program from scratch (without predetermined objectives) you’ll need to conduct training needs assessments.

2. Set organizational training objectives:

   The training needs assessments (organizational, task & individual) will identify any gaps in your current training initiatives and employee skill sets. These gaps should be analyzed and prioritized and turned into the organization’s training objectives. The ultimate goal is to bridge the gap between current and desired performance through the development of a training program. At the employee level, the training should match the areas of improvement discovered through 360 degree evaluations.

3. Create training action plan:

   The next step is to create a comprehensive action plan that includes learning theories, instructional design, content, materials and any other training elements. Resources and training delivery methods should also be detailed. While developing the program, the level of training and participants’ learning styles need to also be considered. Many companies pilot their initiatives and gather feedback to make adjustments before launching the program company-wide.

4. Implement training initiatives:

   The implementation phase is where the training program comes to life. Organizations need to decide whether training will be delivered in-house or externally coordinated. Program implementation includes the scheduling of training activities and organization of any related resources (facilities, equipment, etc.). The training program is then officially launched, promoted and conducted. During training, participant progress should be monitored to ensure that the program is effective.

5. Evaluate & revise training:

   As mentioned in the last segment, the training program should be continually monitored. At the end, the entire program should be evaluated to determine if it was successful and met training objectives. Feedback should be obtained from all stakeholders to determine program and instructor effectiveness and also knowledge or skill acquisition. Analyzing this feedback will allow the organization to identify any weaknesses in the program. At this point, the training program or action plan can be revised if objectives or expectations are not being met.

3. 3 advantages and 3 disadvantages of asynchronous and synchronous methods

(a) Synchronous Method

Advantages:

Cost-effectiveness: Organizations do not need to spend money on travel and accommodation expenses like in classroom training; learners can attend the training session right from their place, and connect to employees from other places virtually.

Instant gratification: Participates can raise queries via instant messaging and get answers instantly. This helps them gain sound knowledge on the concepts and retain it longer. In addition, by getting quick answers, people learn from their mistakes and avoid them.

Highly convenient: Organizations can train global employees at one go. Learners can interact with their peers like a classroom without feeling isolated. In addition, they can attend the training on any device (desktops, tablets, mobiles, etc.).

Disadvantages:

Learners should possess technical skills: Learners who attend online training should have minimum technical knowledge. A lack of computer skills results in dropout rates.

Time constraints: Though distance is not an obstacle, time surely is. Employees across the globe and the trainer should be online at the same time. This may disturb their work schedules and in fact, sometimes, technology may not support interactions in real-time.

Technical Difficulties: The above concern is especially pressing if you’re a person on the go. If your work or life requires extensive travel, or at least the kind of mobility that forces you to complete coursework in weird places like coffee shops, airport terminals, and hotel lobbies, you’re probably always carrying a laptop and always searching for a wireless signal. That search could be pretty stressful if you’re desperately trying to log in for a videoconference, lecture, or heaven forbid, an exam.

(b) Asynchronous Method

Advantages:

Learn at own pace: Employees can hone their skills round the clock and at their own pace, without the fear of failing to catch the pace of the instructor. Moreover, they can jot down doubts while learning and clarify them later with the instructor.

No time constraints: Employees can interact with peers through emails or chats without any time constraints. This form of learning has no time and distance constraints.

Affordability: If one of the leading motives behind your online education is affordability, there are countless opportunities for learning that carry a lower price-tag because they can be administrated without day to day instruction. Though there are many asynchronous experiences in which you can and must interact directly with an instructor—often through methods of communication with high time latency like email or social media—there are just as many ways of learning without any professorial support. Self-guided modules, video tutorials, and virtual libraries all offer you the chance to pursue your education with a minimum of oversight, and therefore, at a minimal expense.

Disadvantages:

Cannot get instant feedback: Employees who have doubts in the course material have to wait until the instructor replies to their emails. This stops employees from taking the course to the next level until doubts are clarified. This wastes a lot of valuable time.

Does not motivate: Employees get demotivated to login and attend the training sessions due to a lack of competitiveness, interaction, and live training environment. Importantly, learners keep on delaying the training, unlike in the synchronous environment, due to a lack of motivation and interest.

Risk of Apathy: While working in a self-guided environment sounds really great and empowering, it’s important to be honest with yourself. Are you truly the kind of learner with the drive, not just to pace yourself and commit to a set of personal goals, but to remain passionate and enthusiastic about the subject matter without the support and evaluation of an instructor? The reality is that some learners benefit best from access to clearly stated expectations, immediate feedback, and, to an extent, a watchful eye. If you’re this type of learner, the free-form nature of asynchronous learning could be demotivating. Beware of complacency.