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Introduction to Employee Training & Development

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by

Arha Chang

on 14 June 2015

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Transcript of Introduction to Employee Training & Development

Chapter 1:
Introduction to Employee
Training & Development

The name of the discipline has been debated, with the Chartered Institute of Personnel and Development in 2000 arguing that "human resource development" is too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to feel comfortable with.

Eventually, the CIPD settled upon "learning and development", although that was itself not free from problems, "learning" being an over-general and ambiguous name, and most organizations referring to it as "training and development".
HISTORY:
Training refers to a planned
effort by a company to facilitate employee's learning and competencies.

This competencies include knowledge, skills, or behaviors that are critical for successful job performance.
High-leverage Training
Continuous Learning
Conducting Needs
Assessment
Ensuring Employees'
Readiness for Training
Creating a Learning
Environment
Select Training Method
Developing an Evaluation Plan
Ensuring Transfer of Learning
Monitor and Evaluate the Program
Training Design Process
Forces Influencing Working and Learning
Globalization
Need for Leadership
Increased Value Placed on Knowledge
Attracting and winning talent
Quality Emphasis
Changing Demographics and diversity of the work force
New Technology
High-performance model of work systems
High-Leverage Training
- Uses an instructural design process to ensure that training is effective, and compares or benchmarks the company's training programs against training programs in other companies.
Continuous Learning
It requires employees to understand to entire work system including the relationships among their jobs, their work units, and the company.
Organizational Analysis
Person Analysis
Task Analysis
Attitudes and Motivation
Basic Skills
Learning Objectives
Meaningful Material
Practice
Feedback
Community of Learning
Modeling
Program Administration
Self-Management
Peer Manager
Support
Identity Learning Outcomes
Choose Evaluation Design
Plan Cost-Benefit Analysis
Traditional
E-Learning
Conduct Evaluation
Make Changes to Improve the Program
The Forces Influencing Working & Learning
Globalization
The Need for Leadership
Increased Value Placed on Knowledge
Attracting and Winning Talent
Quality Emphasis
Changing Demographics and Diversity of the Work Force
New Technology
High-Performance model of work systems
Training Investment Leaders
Competencies and Positions of Training Professionals
Full transcript