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7 STUDY GUIDE FOR MODULE NO. ___

TRAINING & DEVELOPMENT

MODULE OVERVIEW

“An organization’s ability to learn, and translate that learning into action rapidly is the ultimate competitive
advantage.” - Jack Welch, former General Electric CEO

Training and development describes the formal, ongoing efforts that are made within organizations to
improve the performance and self-fulfillment of their employees through a variety of educational methods and
programs. In the modern workplace, these efforts have taken on a broad range of applications—from
instruction in highly specific job skills to long-term professional development.

In recent years, training and development has emerged as a formal business function, an integral
element of strategy, and a recognized profession with distinct theories and methodologies. More and more
companies of all sizes have embraced "continual learning" and other aspects of training and development as
a means of promoting employee growth and acquiring a highly skilled work force. In fact, the quality of
employees and the continual improvement of their skills and productivity through training, are now widely
recognized as vital factors in ensuring the long-term success and profitability of small businesses.

The fundamental aim of training is to help the organization achieve its purpose by adding value to its
key resource – the people it employs. Training means investing in the people to enable them to perform better
and to empower them to make the best use of their natural abilities. The particular objectives of training are to
develop the key competencies of employees and improve their performance, help people to grow within the
organization and its future needs for human resource can be met from within, and reduce the learning time for
employees starting in new jobs on appointment, transfers or promotion, and to ensure that they become fully
competent as quickly and economically as possible.

MODULE LEARNING OBJECTIVES

At the end of this Module, you should be able to:

1. Define training and development.

2. Discuss the importance of training
3. Describe the impact of training on employee and organizational performance.
4. Describe the orientation process and socialization of new employees.
5. Point out various factors affecting training decisions.
6. Explain the training process and describe each step to ensure effective training of employees.
7. Develop different training techniques and identify appropriate training methodologies for
employees.
8. Evaluate the effectiveness of training programs.

LEARNING CONTENTS (Nature of Training & Development)

In simple, terms, training and development refers to the imparting of specific skills, abilities, and knowledge to
an employee. A formal definition of training & development is:

“…Training and development describes the formal, ongoing efforts that are made within organizations
to improve the performance and self-fulfillment of their employees through a variety of educational methods
and programs. In the modern workplace, these efforts have taken on a broad range of applications—from
instruction in highly specific job skills to long-term professional development.”

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One key way to ensure you have selected the right training for your organization is to complete a training
needs analysis.

What is Training Needs Analysis?

Training needs analysis is a process that a business goes through in order to determine all the training that
needs to be completed in a certain period to allow their team to complete their job as effectively as possible,
as well as progress and grow.

There are 3 key steps involved in training needs analysis to ensure your business is making the most of the
process:

1. Decide On Skill Sets

The first stage is to decide on the skill sets that you require all your team members to have in order to do
their jobs properly. This means looking at every job role within your business separately and considering
things like the different departments or levels of seniority which will affect this as well.

2. Evaluate The Skills of Staff

The second stage is to look at all your team members and evaluate their current skill levels in relation to the
skills you have laid out in the first stage of this process. This will allow you to see who is meeting your
expectations, and who needs to complete further training in order to meet the expected skill level.

3. Highlight The Skills Gap

Now that you know where you want your team to be and the level they are currently at, you will easily be
able to see the gap (if any) that has appeared between the two. Now you know what the gap is, you need to
use training to help close that gap and ensure your team is at the level you expect them to be.

Six Reasons you need a training needs assessment

Here are some of the top reasons you should be identifying training needs in your company:

1. Train the right employees, with the right approach

2. Prioritize training needs with the highest business impact

3. Identify tools and methods you never considered before

4. Achieve a greater return on investment

5. Engage staff in continuous learning and development

6. Make organizational change an easy transition

How to perform a training needs analysis?

If by now, you’re not wondering how to conduct a Training Needs Assessment, Here’s how to do it.

 Set clear business objectives

 Identify the competencies needed to achieve them
 Remove learning and performance obstacles
 Provide the appropriate training

Effective training and development begins with the overall strategy and objectives of the small business.
The entire training process should be planned in advance with specific company goals in mind.

In developing a training strategy, it may be helpful to assess the company's customers and competitors,

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strengths and weaknesses, and any relevant industry or societal trends.

The next step is to use this information to identify where training is needed by the organization as a whole
or by individual employees. It may also be helpful to conduct an internal audit to find general areas that might
benefit from training, or to complete a skills inventory to determine the types of skills employees possess and
the types they may need in the future.

Each different job within the company should be broken down on a task-by-task basis in order to help
determine the content of the training program.

The training program should relate not only to the specific needs identified through the company and
individual assessments, but also to the overall goals of the company.

The objectives of the training should be clearly outlined, specifying what behaviors or skills will be affected
and how they relate to the strategic mission of the company. In addition, the objectives should include several
intermediate steps or milestones in order to motivate the trainees and allow the company to evaluate their
progress.

Since training employees is expensive, a small business needs to give careful consideration to the question of
which employees to train. This decision should be based on the ability of the employee to learn the material
and the likelihood that they will be motivated by the training experience. If the chosen employees fail to benefit
from the training program or leave the company soon after receiving training, the small business has wasted
its limited training funds.

The design of training programs is the core activity of the training and development function. In recent
years, the development of training programs has evolved into a profession that utilizes systematic models,
methods, and processes of instructional systems design (ISD). ISD describes the systematic design and
development of instructional methods and materials to facilitate the process of training and development and
ensure that training programs are necessary, valid, and effective. The instructional design process includes
the collection of data on the tasks or skills to be learned or improved, the analysis of these skills and tasks,
the development of methods and materials, delivery of the program, and finally the evaluation of the training's
effectiveness.

Small businesses tend to use two general types of training methods, on-the-job techniques and off-the-job
techniques. On-the-job training describes a variety of methods that are applied while employees are actually
performing their jobs.

These methods might include orientations, coaching, apprenticeships, internships, job instruction training, and
job rotation. The main advantages of on-the-job techniques is that they are highly practical, and employees do
not lose working time while they are learning. Off-the-job training, on the other hand, describes a number of
training methods that are delivered to employees outside of the regular work environment, though often during
working hours. These techniques might include lectures, conferences, case studies, role playing, simulations,
film or television presentations, programmed instruction, or special study.

On-the-job training tends to be the responsibility of supervisors, human resources professionals, or more
experienced co-workers. Consequently, it is important for small businesses to educate their seasoned
employees in training techniques. In contrast, off-the-job tends to be handled by outside instructors or
sources, such as consultants, chambers of commerce, technical and vocational schools, or continuing
education programs. Although outside sources are usually better informed as to effective training techniques
than company supervisors, they may have a limited knowledge of the company's products and competitive
situation. Another drawback to off-the-job training programs is their cost. These programs can run into the
multi thousand dollar per participant level, a cost that may make them prohibitive for many small businesses.

Actual administration of the training program involves choosing an appropriate location, providing necessary
equipment, and arranging a convenient time. Such operational details, while seemingly minor components of
an overall training effort, can have a significant effect on the success of a program. In addition, the training
program should be evaluated at regular intervals while it is going on. Employees' skills should be compared to
the predetermined goals or milestones of the training program, and any necessary adjustments should be
made immediately. This ongoing evaluation process will help ensure that the training program successfully
meets its expectations.

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The next topic is about theTRAINING & DEVELOPMENT METHODS

While new techniques are under continuous development, several common training methods have proven
highly effective. Good continuous learning and development initiatives often feature a combination of several
different methods that, blended together, produce one effective training program.

1. Orientations

Orientation training is vital in ensuring the success of new employees. Whether the training is conducted
through an employee handbook, a lecture, or a one-on-one meeting with a supervisor, newcomers should
receive information on the company's history and strategic position, the key people in authority at the
company, the structure of their department and how it contributes to the mission of the company, and the
company's employment policies, rules, and regulations.
Lectures

A verbal method of presenting information, lectures are particularly useful in situations when the goal is to
impart the same information to a large number of people at one time. Since they eliminate the need for
individual training, lectures are among the most cost-effective training methods. But the lecture method does
have some drawbacks. Since lectures primarily involve one-way communication, they may not provide the
most interesting or effective training. In addition, it may be difficult for the trainer to gauge the level of
understanding of the material within a large group.

2. Case Study

The case method is a non-directed method of study whereby students are provided with practical case reports
to analyze. The case report includes a thorough description of a simulated or real-life situation. By analyzing
the problems presented in the case report and developing possible solutions, students can be encouraged to
think independently as opposed to relying upon the direction of an instructor. Independent case analysis can
be supplemented with open discussion with a group. The main benefit of the case method is its use of real-life
situations. The multiplicity of problems and possible solutions provide the student with a practical learning
experience rather than a collection of abstract knowledge and theories that may be difficult to apply to
practical situations.

3. Role Playing

In role playing, students assume a role outside of themselves and play out that role within a group. A facilitator
creates a scenario that is to be acted out by the participants under the guidance of the facilitator. While the
situation might be contrived, the interpersonal relations are genuine. Furthermore, participants receive
immediate feedback from the facilitator and the scenario itself, allowing better understanding of their own
behavior. This training method is cost effective and is often applied to marketing and management training.

4. Simulations

Games and simulations are structured competitions and operational models that emulate real-life scenarios.
The benefits of games and simulations include the improvement of problem-solving and decision-making
skills, a greater understanding of the organizational whole, the ability to study actual problems, and the power
to capture the student's interest.

5. Computer-Based Training

Computer-based training (CBT) involves the use of computers and computer-based instructional materials as
the primary medium of instruction. Computer-based training programs are designed to structure and present
instructional materials and to facilitate the learning process for the student. A main benefit of CBT is that it
allows employees to learn at their own pace, during convenient times. Primary uses of CBT include instruction
in computer hardware, software, and operational equipment.

Web-based training (WBT) is an increasingly popular form of CBT. The greatly expanding number of
organizations with Internet access through high-speed connections has made this form of CBT possible. By

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providing the training material on a Web page that is accessible through any Internet browser, CBT is within
reach of any company with access to the Web. The terms "online courses" and "web-based instruction" are
sometimes used interchangeably with WBT.

6. Self-Instruction

Self-instruction describes a training method in which the students assume primary responsibility for their own
learning. Unlike instructor- or facilitator-led instruction, students retain a greater degree of control regarding
topics, the sequence of learning, and the pace of learning. Depending on the structure of the instructional
materials, students can achieve a higher degree of customized learning. Forms of self-instruction include
programmed learning, individualized instruction, personalized systems of instruction, learner-controlled
instruction, and correspondence study. Benefits include a strong support system, immediate feedback, and
systematization.
Audiovisual Training

Audiovisual training methods include television, films, and videotapes. Like case studies, role playing, and
simulations, they can be used to expose employees to "real world" situations in a time-and cost-effective
manner. The main drawback of audiovisual training methods is that they cannot be customized for a particular
audience, and they do not allow participants to ask questions or interact during the presentation of material.

7. Team-Building Exercises

Team building is the active creation and maintenance of effective work groups with similar goals and
objectives.

Team building is commonly initiated to combat poor group dynamics, labor-management relations, quality, or
productivity. By recognizing the problems and difficulties associated with the creation and development of
work teams, team building provides a structured, guided process whose benefits include a greater ability to
manage complex projects and processes, flexibility to respond to changing situations, and greater motivation
among team members. Team building may include a broad range of different training methods, from outdoor
immersion exercises to brainstorming sessions. The main drawback to formal team building is the cost of
using outside experts and taking a group of people away from their work during the training program.

8. Apprenticeships and Internships

Apprenticeships are a form of on-the-job training in which the trainee works with a more experienced
employee for a period of time, learning a group of related skills that will eventually qualify the trainee to
perform a new job or function. Apprenticeships are often used in production-oriented positions. Internships are
a form of apprenticeship that combines on-the-job training under a more experienced employee with
classroom learning.

9. Job Rotation

Another type of experience-based training is job rotation, in which employees move through a series of jobs in
order to gain a broad understanding of the requirements of each. Job rotation may be particularly useful in
small businesses, which may feature less role specialization than is typically seen in larger organizations.

Aside from the methods mentioned above, here are the other training methods used:

 Sensitivity Training or T Group Training or Laboratory Training Method

 Management Games Method
 Outward Bound Training (OBT) Method
 In -basket Training (IBT) Method
 Vestibule Training Method
 Work shadowing Method
 Programmed Instruction Method (PIM)
 Large Scale Interactive Events (LSIE) Method
 Personal Coaching Method
 Mentoring Method

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 Behavior Modeling Method

 Development Center Method

APPLICATIONS OF TRAINING PROGRAMS

While the applications of training and development are as various as the functions and skills required by an
organization, several common training applications can be distinguished, including technical training, sales
training, clerical training, computer training, communications training, organizational development, career
development, supervisory development, and management development.

Technical training describes a broad range of training programs varying greatly in application and difficulty.
Technical training utilizes common training methods for instruction of technical concepts, factual information,
and procedures, as well as technical processes and principles.

Sales training concentrates on the education and training of individuals to communicate with customers in a
persuasive manner. Sales training can enhance the employee's knowledge of the organization's products,
improve his or her selling skills, instill positive attitudes, and increase the employee's self-confidence.
Employees are taught to distinguish the needs and wants of the customer, and to persuasively communicate
the message that the company's products or services can effectively satisfy them.

Clerical training concentrates on the training of clerical and administrative support staffs, which have taken on
an expanded role in recent years. With the increasing reliance on computers and computer applications,
clerical training must be careful to distinguish basic skills from the ever-changing computer applications used
to support these skills. Clerical training increasingly must instill improved decision-making skills in these
employees as they take on expanded roles and responsibilities.

Computer training teaches the effective use of the computer and its software applications, and often must
address the basic fear of technology that most employees face and identify and minimize any resistance to
change that might emerge. Furthermore, computer training must anticipate and overcome the long and steep
learning curves that many employees will experience. To do so, such training is usually offered in longer,
uninterrupted modules to allow for greater concentration, and structured training is supplemented by hands-on
practice. This area of training is commonly cited as vital to the fortunes of most companies, large and small,
operating in today's technologically advanced economy.

Communications training concentrates on the improvement of interpersonal communication skills, including

writing, oral presentation, listening, and reading. In order to be successful, any form of communications
training should be focused on the basic improvement of skills and not just on stylistic considerations.
Furthermore, the training should serve to build on present skills rather than rebuilding from the ground up.
Communications training can be taught separately or can be effectively integrated into other types of training,
since it is fundamentally related to other disciplines.

Organizational development (OD) refers to the use of knowledge and techniques from the behavioral sciences
to analyze an existing organizational structure and implement changes in order to improve organizational
effectiveness. OD is useful in such varied areas as the alignment of employee goals with those of the
organization, communications, team functioning, and decision making. In short, it is a development process
with an organizational focus to achieve the same goals as other training and development activities aimed at
individuals. OD practitioners commonly practice what has been termed "action research" to effect an orderly
change which has been carefully planned to minimize the occurrence of unpredicted or unforeseen events.
Action research refers to a systematic analysis of an organization to acquire a better understanding of the
nature of problems and forces within it.

Career development refers to the formal progression of an employee's position within an organization by
providing a long-term development strategy and designing training programs to achieve this strategy as well
as individual goals. Career development represents a growing concern for employee welfare and their long-
term needs. For the individual, it involves the description of career goals, the assessment of necessary action,
and the choice and implementation of necessary steps. For the organization, career development represents
the systematic development and improvement of employees. To remain effective, career development
programs must allow individuals to articulate their desires. At the same time, the organization strives to meet

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those stated needs as much as possible by consistently following through on commitments and meeting the
employee expectations raised by the program.

Management and supervisory development involves the training of managers and supervisors in basic
leadership skills, enabling them to effectively function in their positions. For managers, training initiatives are
focused on providing them with the tools to balance the effective management of their employee resources
with the strategies and goals of the organization. Managers learn to develop their employees effectively by
helping employees learn and change, as well as by identifying and preparing them for future responsibilities.
Management development may also include programs for developing decision-making skills, creating and
managing successful work teams, allocating resources effectively, budgeting, business planning, and goal
setting.

You may also access lecture notes and watch videos on these sites:
https://study.com/academy/lesson/assessing-training-needs-of-an-organization.html
https://corehr.wordpress.com/2013/05/15/training-and-development-methods/

LEARNING ACTIVITY 7: Critical thinking essay& Developing a training plan

1. Imagine you are the managing director of a full service restaurant. One day you receive a complaint
letter from a guest reporting s/he was not satisfied with the follow up regarding their criticism of being
overcharged in one of your restaurants.
a. Why was the complaint made?
b. Is there a training need?
2. Imagine you are the training manager of a hotel that will open next year. Your General Manager asks
you to develop a training program that aims to boost the team spirit of the newly formed Executive
Committee Members.
a. Your GM suggests you organize a two-day course in a resort location from 9 to 5 for both
days.
b. Your task is to suggest 3 training methods that suit the training theme described above.
3. Answer the following questions and type in A4 size bond paper.
a. Suppose you are a clerk in the Training and Development Department of a certain company.
It has been observed by most workers that the staff in the Marketing Department have a poor
and toxic attitude. Which training method and resources are useful under this circumstance?
Explain.
b. In your opinion, does training and development increase employee commitment and loyalty
toward the organization? Why or why not?
c. Why is formal training important? Why not just let people learn about their jobs as they do
them?
4. This activity is worth 100 points and paper is due on November 05, 2020 and will be assessed using
the appropriate rubric.
5. Submit your activity properly labeled as follows: (Last Name_First Name_Mod7_LA7) and send thru
email: [email protected]

SUMMARY

 Training and development describes the formal, ongoing efforts that are made within organizations to
improve the performance and self-fulfillment of their employees through a variety of educational
methods and programs. In the modern workplace, these efforts have taken on a broad range of
applications—from instruction in highly specific job skills to long-term professional development.

 Training needs analysis is a process that a business goes through in order to determine all the
training that needs to be completed in a certain period to allow their team to complete their job as
effectively as possible, as well as progress and grow.

 Effective training and development begins with the overall strategy and objectives of the small
business. The entire training process should be planned in advance with specific company goals in
mind.

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 The design of training programs is the core activity of the training and development function. In recent
years, the development of training programs has evolved into a profession that utilizes systematic
models, methods, and processes of instructional systems design (ISD).

 Small businesses tend to use two general types of training methods, on-the-job techniques and off-
the-job techniques. On-the-job training describes a variety of methods that are applied while
employees are actually performing their jobs.

 While new techniques are under continuous development, several common training and development
methods have proven highly effective. Good continuous learning and development initiatives often
feature a combination of several different methods that, blended together, produce one effective
training program.

 Several common training applications can be distinguished, including technical training, sales training,
clerical training, computer training, communications training, organizational development, career
development, supervisory development, and management development.

REFERENCES

Lauron, D.P. (2019). Human Resources Management (Principles and Practices). Manila, Philippines: Rex
Bookstore.

Diamante, M. M. (2015). Managing Human Resources Local and Global Perspectives (Outcomes-Based
Learning). Manila, Philippines: C&E Publishing, Inc.

Marchington, M. (2016). Human Resource Management at Work (6 th edition). Broadway London: Chartered
Institute of Personnel and Development (CIPD)

3G ELearning FZ LLC. (2016) Human Resource Management in Small Business. Unired Arab Emirates

Ferrer, M.P., et.al. (2015). Human Resource Management. Manila, Philippines:, Unlimited Books
Library Services and Publishing Inc.

Electronic Sources:

Assessing Training Needs of an Organization

Retrieved from:
https://study.com/academy/lesson/assessing-training-needs-of-an-organization.html

Nature of Training & Development

Retrieved from:
https://www.slideshare.net/tanujpoddar/hrm-training-development

What Training Needs Analysis Is and How It Can Benefit Your Organization
Retrieved from:
https://elearningindustry.com/training-needs-analysis-benefit-organization

Training and Development

Retrieved from:
https://www.inc.com/encyclopedia/training-and-development.html

Training and Development Methods

Retrieved from:
https://corehr.wordpress.com/2013/05/15/training-and-development-methods/

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