Learning  &  Development
Lecture: Human resource management
Ramon Wenzel
UWA Business School
12/04/2010
Individuals can only apprehend the world through the medium of theirs senses.

Therefore, individuals will derive their own "constructs" about the world in order to make sense of it.

This process of making sense of the world is 
learning.
Knowledge is not passively accumulated.

Knowledge is the result of active cognising by the individual.





construct your own view of the world, understanding and knowledge that is.
You
Hence, trainers and teachers should provide for and encourage multiple perspectives and representations of content.

Trainers and teachers serve primarily as


of learning

... not so much as instructors.
guides and facilitators
Taxonomy of Learning
Old (original) by  Bloom (1956)
New (revised) by Anderson and Krathwohl (2001)
"That is what learning is. You suddenly understand something you've understood all your  life, but in a new way."
Doris Lessing
The Cone of Learning
Informal Learning
Potential                                  of Training & Development to the Organization
Benefits
Competetive Advantage
Trained Employees
Up-to-date Knowledge
Higher Quality Products
Positive Organizational Climate
Greater Customer Satisfaction
Increased Profit
Reduced Costs
Attractive Employer Image
Enhanced Productivity and Effectiveness
Employee Retention
More Safety
research has shown that high performing companies spend twice as much on training employees

it was found 4.6% of the financial variance is attributed to employee training
finding of one study by Guerrero & barraud-Didier (2004)
Training
&
Let's think!
Please chat to the student next to you

Discuss the meaning and difference
of 'Training' vs. 'Development'

You got 5 minutes ...
Training can be understood as a systematic approach to affecting individuals' knowledge, skills, abilities, attitudes, and behaviour in order to improve individual, team, and organizational effectiveness.
Development in human resources involves efforts affecting individuals' knowledge or skills for purposes of personal growth or future jobs and roles.
Definition
Training can be understood as a systematic approach to affecting individuals'

knowledge (awareness of facts, truths, principles)
skills (expertise or capacity to achieve certain results)
attitudes (degree of like or dislike for something)
behaviour (conscious or subconscious actions)
abilities (talent or potential to do something on a certain physical or mental level)

in order to improve individual, team, and organizational effectiveness
$
Investing in Training
Direct investment in formal training activities in organizations in the USA accumulate to $55.3 billion per year (2000)


Other estimates of direct and indirect investments in the USA reach up to $200 billion per year (2000)
Estimates for Australia indicate that $30 billion annually are invested in formal training, with the employer contribution to this being $16 billion per year
Arthur, Bennett, Edens & Bell (2003); Holton, Bates & Ruona (2000) NCVER (2004); Trendle & Siu (2005)
When do Organizations invest in Training?
Organizations invest if
exceeds
B - S
C
C  costs of training
B  gross benefits of training
S  increase in salaries accruing as a result of training
Transfer of Training
The  Problem  Challenge
only a small percentage of those competencies developed through training are ever transferred into use back in the work setting
research estimates that only
of the training are actually  used in the job
10-40 %
Therefore, much of the resources invested in training fail to realise full and sustained transfer of new competencies to the workplace.
-----------------
-------------
Baldwin & Ford (1988); Wexley & Latham (2002); Cronwell & Kolb (2004)
Definition
Transfer of training is the degree of retention and application of new knowledge, skills, abilities, attitudes, and behaviours from the training environment to the workplace or from a training task to a job task.
The ultimate purpose of training is to apply what one has learned in various contexts and to recognise and extent that learning to related as well as completely new situations.
Factors
affecting
Transfer
Work environment characteristics
include variables of the workplace:

organisational culture
supervisor support
peer behaviour
opportunity to perform
performance feedback
reinforcement of desired behaviours
Training environment characteristics
involve factors of the intervention design and delivery:

training needs analysis
training content relevance
instructional teachniques
learning principles
technology usage
self-management
relapse prevention strategies
goal setting

Trainee characteristics
involve variables of the learner:

cognitive ability
personality
psychological states
motivation
goal orientation
interests
expectations
locus of control
job attitudes
Examples
Trainee does not want to be trained

Making mistakes is punished

Trainee does not recognise relevance

New competencies cannot be applied

Trainee has no confidence to use new skills
Trainee self-selects training program

Errors are seen as a natural part of learning

Links between training and job are demonstrated

New competencies are relevant for the job

Trainee is encouraged to use new skills
The Training Process
Intervention Design
Needs Analysis
Evaluation
Implementation
Reasons for Training
new products
altered organizational strategy
changing markets
new legislation
new technology
performance problems
safety issues
The Needs Assessmet Process
What is needed to support the organization's strategy, goals, and culture?
What is needed to perform job tasks and exercise role responsibilities?
What gaps exist between competencies the employee possesses and those required by the job and organization?
Is Training a Solution?
Or shall we select and hire (already skilled) people?

Or shall we redesign the job or the workplace so that they fit existing skills?
Outcomes
Who shall be trained?

What shall be learned?

What type of training is suitable?

Buying or designing a training program?
Establishing specific Outcomes and Objectives
Once the training program ended ...

Which knowledge and understandings do the trainings have?

What exactlly is it that the trainees are able to do?

How will the trainees behave?
A decision to make ...
Off-the-job training  or  On-the-job training?
external training provider such as CPA Australia, Australian Institute of Management, TAFE, UWA, ...

current expertise, beneficial outside perspectives

costly, risk of transfer failure
in-house programs and entities such as job rotation, apprenticeships, internships, corp. university, supervisor, peers, ...

cheap, relevant, high probability of transfer

not everyone is a good trainer, errors may be costly
eg.
+
-
Approaches
Formal:
Lectures (provding information)
Instructions (step-by-step)

Facilitation:
Simulation (imitate reality)
Role-playing (different perspectives)
Coaching (guidance for reflection)
Mentoring (learn from experience)
Another decision to make ...
Passive
Interactive
Presentation
Facilitation
Classroom
Anywhere
Textbook
Computer-based
Virtual Reality
Spoken Words
Text
Slides
Motion Pictures
Identify the Training Outcomes!
Trainee's
Cognitive Outcomes
Skill-based Outcomes
Affective Outcomes
Organizational
Outcomes
Results
Measure it!
Levels of Evaluation and Measurement
Measure what shall be improved.

Take pre-training and post-training measure.

Compare.

Did it have any effects?

Are the effects positive?


Some examples ...
When evaluating training programs consider that ...

Training interventions almost always have other effects too.

Benefits may be intangible, symbolic, or long-term.

Note
...improves employee's motivation
Signals employer commitment and invites reciprocal action from employee

...can provides a screening mechanism for talent
Training attracts and sorts talent

... has spillover effects
Ad hoc transfer of skills, behaviours, attitudes to other workers

... reinforces culture
Training approach taken is aligned with the concept of the organization

... has networking effects
Trainee's get to know other trainee's
Indirect Benefits
A three minute motion picture ...
"Using Training to Instill a Sense of Purpose "
taken from: http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2040&fileId=7389 
Chip Conley is the founder and CEO of Joie de Vivre Hospitality, California's largest boutique hotel company
See how the training process applies to the story Chip is telling you. Take notes!
http://static.scribd.com/profiles/images/ebjlsdeybukv5-full.jpg
For more go and check out
Not all learning occurs as a result of deliberate training.

People are learning all the time.

However, formal training interventions can provide a controlled and structured learning experience.
Excerpted from "Informal Learning" by jay Cross (2006). Internet Time Group, Berkeley, California.
Questions & Feedback
ramon.wenzel@uwa.edu.au
Thank you!
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Before we finish ...
Write down                most interesting                       from today.
Write down one follow-up question for your next tutorial.
Training vs. Development
Goal

Focus

Scope

Time Frame
Fix current skill deficit

Current job

Individual employees

Immediate
Prepare for future work demands

Current & future jobs

Work group or organization

Long term
Often it is difficult to determine whether a specific intervention addresses training, development, or both.


In the remainder I will refer to training and development efforts by using the term “training”.
However
Therefore
changing customer demands
to build organisational culture
Training...
your
insight
learning
fact
Hello!