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The Use of Technology to Train Your

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Holly Davis

on 16 June 2015

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Transcript of The Use of Technology to Train Your

Training Management and
Development Employee Systems

Agenda
"What I Hear, I Forget.
What I See, I Remember.
What I Do, I Understand."
- Confucius
What do Trainers Do?
What Can Training Change?
Education vs. Training
Education = Learning About

Vs.

Training = Learning How
Talent Development Competencies
Principle of Adult Learning
Learn when there is a need to learn
Responsible for their own learning
Their experience matters and should be valued
"Just in Time" learning to handle specific situations
Problem or Task Focused
Motivation is Internal
Other Theories of Learning
Conscious Competency Model
Goal-Oriented Learners
Activity - Oriented Learners
Learning - Oriented Learner
Learning Preferences
Visual Learning Preference
Auditory Learning Preference
Kinesthetic Learner

Training Design
Chunking
Encoding Long-term Memory
Meaning Making
Effective Training
Both learning AND transfer of training are required.
Why Training Does Not Transfer
Lack of management support
Learners lack the required equipment, supplies, or support system
Not a training issue
Organizational issues
Barriers to Transfer of Learning
Habit
Peer Pressure
Supervisor
Culture, policies, pay practices
Needs Assessment
Data Collection
Quantitative vs. Qualitative
Quantitative Data Collection Methods
Surveys
Assessment and Tests
Job Task Analysis
Interviews
Focus Groups
Observation
Quantitative vs. Qualitative
Quantitative = Numerical data

Qualitative = Verbatim's (stories, anecdotes, quotes)

Return on Investment
(ROI)
Expected benefits - Projected Costs = Net Expected Benefits
(Net expected benefits/Projected costs) x 100 = Projected ROI %
Training costs include:

Salary and Benefits
T&E
Office Supplies & equipment
Training facilities
Media, artwork, copyrights, royalties
Purchase training materials
References and Resources
Biech, Elaine; Training for Dummies; Wiley Publishing, 2005.
Change Management Certification Program Materials; Prosci Research
Leatherman, Dick; The Training Trilogy: Assessing Needs; Human Resources Development Press; 1990
Noe, Raymond; Employee Training and Development, 6th Edition; McGraw Hill; 2013
Piskurich, George; Trainer Basics; ASTD Press; 2003.
Silberman, Mel; Active Training; Pfeiffer/Wiley Publishing; 2006
Tobey, Deborah; Needs Assessment Basics; ASTD Press; 2005.
Zemke, Ron and Kramlinger, Thomas; Figuring Things Out; Addison-Wesley Publishing Company, Inc.; 1989
www.Mindtools.com
Instructor Cramer, PowerPoint Presentation 2014
Compare Data Sources
Learning Management Systems
An LMS is a branded, secure extension of your organization’s training/education effort to deliver content and materials in an easy, professional, managed and accessible manner – for users and administrators.
Creating Learning Objectives
Generated from needs assessment
Specific and measurable
Objectives
Well written objectives include:
The desired behavior
The condition
The criteria
Example: You will be able to write good learning objectives, by the time you finish this class, 100% of the time.
Evaluate Learning & Training
Four levels of evaluation:
Level 1 = Questions (survey)
What would you do differently as a result of training?
Would you recommend training to others?
Level 2 = Examples (survey)
What did you find most helpful?
What did you find least helpful
Level 3 = Behavior (observation, feedback, survey)
Application of what was learned in the workplace.
Level 4 = Results (measure impact, data)
Output, quality and time, increased customer service, reduction in turnover, less absenteeism, less ER issues

Questions?
Full transcript