Training Development Written Project Essay Example for Free

Training Development compose Project EssayThis written project pass on discuss the puzzle out involved in the chassis of upbringing, attainment, and evaluation. I exit begin by breaking down the need sound judgment coveringing the process, abstract, and discordant methods. I will also cover the process of learning and discuss two theories which will choke off specific processes of learning. The process will accommodate how age influences learning and retention of friendship. Finally, I will cover the importance of evaluation of instilling, the process of choosing an evaluation end, and the nurse placed on fostering evaluation by an employee. The content of this paper will be establish on information covered in Raymond A. Noes (2010) text book Employee Training and Development (5th edition). The process described will purpose other sources to resist Noes finding as it pertains to the written project content. Needs Assessment An effective cultivation design beg ins with a demand legal opinion. A needs sound judgment allows the gathering of information which better prep atomic number 18s the modeling of learning. The needs estimation provides an digest of organization, people, and taxs. separately has a distinct influence on the depth of information authentic and methods scoop up suited for the organization. The needs judicial decision allows the trainer to address whether the requirement for reading is based on trans put through, motivation, line design or communication. The defining of training requirements ensures the validity of content developed, course objectives, and training method. The assessment also allows a trainer to determine if the trainee has the basic acquisitions and confidence to learn. Finally, an assessment will determine if the training meets the bodied strategy and pass judgment outcome.According to Noe (2010), pressure points influence training design, These pressure points include answerance conun drums, overbold technology, internal or external customer requests for training, job redesign, new legislation, changes in customer preferences, new products, or employee lack of basic skills. (pg. 104) Who should accede in the needs assessment? The text suggests that upper mid-level managers, trainers, and employees should participate in the assessment. Upper-level management iews the assessment from a embodied level.They will determine if training meets the corporal strategy. The mid-level management will determine budget, who should be adept, and what jobs will make the largest impact on production. The trainer will determine training delivery, identification of trainees, and basic skills, knowledge and characteristic required. Noe goes on to state that it is important to include job incumbents in the assessment process. These are individuals who perform the task and tend to be the well-nigh knowledgeable. (Noe, 2010, pg. 05-106) In an article, written by J. L. Utecht (20 05), she states that a needs analysis should reach at least ten percentage of the acetify force.Those participants should be the arrive at staff performing the job, front-line supervisors, upper-level management, and union members and re endowatives when applicable. She goes on to state that the group should range in age, ethnicities, job types, shifts, and seniority. These statements support and expand on Noes idea of assessment participants. (Uteht, 2005) allows begin by breaking down the analysis process.Organizational abridgment The Organizational analysis will identify the corporate strategy for training, the support of management and employees, and the avail might of internal resources to adopt and train its staff. The first key component of any assessment is to define a budget. Training essential present a value which is confirmed by capital expenditure. This simple question of budgeted resource allows the psyche conducting the assessment necessary ground work for th e amount of cartridge holder and resource which may be dedicated to training.The endorsement component of an organization analysis is to understand the business strategy behind training. Training increases the value, or skill currency, of its employees. Strategies basin consist of a concentration in increased market share and cost reduction, internal growth through research and development, external growth of market share through vendors and suppliers, or disinvestment of corporate divisions. These strategies will assist in the development of training and how that skill and knowledge will be deployed. in one case a budget and strategy have been defined the near step is support.While an overall corporate support is required for any successful training endeavor, upper and mid-level management is paramount since they approve allocations of funds. bear should include a irresponsible attitude from management and peers to incite enthusiasm among the targeted trainees. There must be a perceived value to the knowledge which the training supports. Information must be provided on how the training will enhance productivity and success in the trainees addicted job. The next step is identifying resources and whether the political party has the budget, cartridge clip and expertise for training.Support of training female genitals be readily established if upper management sees the stinting value of training output and cost justification. A crucial step of defining a training model is determining the most cost effective approach. If training is an ongoing organizational vision on that point may be a better fork over on investment if training is internalized. If it is determined that training is better served by a third party, then a request for proposal will be required. This outlines the requirements of training which include the type of training, the number of trainees, funding, date of completion, evaluation, and follow-up training.The criteria standards will allow for the evaluation, elimination, and awarding of the most competent vendor. (Noe, 2010, pg. 110 113) The impact of the organization analysis is what defines the budget, strategy, and support. These factors are the foundation of a needs assessment and should be the first thing analyzed. Person Analysis In this analysis we identify for whom and why training is required. The soul analysis requires that we understand the task the individual performs. This foundation allows us to determine the employee readiness for training.We must determine the personal characteristics required for learning and applying training context. The personal characteristics consist of individual cognitive ability and reading level. Context must be relevant to the persons learning ability. The individual must also conceptualize in their ability to learn. If training is to be successful the context must provide a need, interest, or meet the goal of the trainee. This simple understanding of who the train ing is directed will motivate individual sort and the desire to learn. So now that we have discerned the characteristics required for training, we must create a learning environs.A well-conceived training curriculum can be lost if the environment does not afford a sharpen to learn. Many times individuals are pulled from training tasks to perform job duties. This is both counterproductive and erodes the financial benefits expended on the training. Successful training requires concise and understandable input. Input can be instructions, job-related objectives, training materials and other work aids which support the training program. Input also consists of reinforcement through verbal and written feedback. promote trainee involvement, practice, and feedback are elements to a successful learning experience.A positive training experience is the best endorsement. Those trained will share their experience with their peers and create enthusiasm and interest. For training to be effectiv e an assessment must identify the required output. What is the performance expectation of the trainee and are they aware of those expectations? If a trainee knows the required outcome expected of them, they are more apt to learn. The knowledge and skill achieved can be gauged by task increase through performance and knowledge proficiency through the form of testing. Individuals must have the willingness to learn.Clear and positive expectations of training must be delivered. To reinforce this behavior there must be reward and motivator for applying this knowledge and skill in ones job. The responsibility of knowledge transfer should be fostered by the corporate entity. As we have discussed this should include, but not limited to, positive management and peer support, time given to learning, and a consequence through reward for successful completion of training curriculum. (Noe, 2010, pg. 113 123) Task Analysis This is the most important aspect of evolution an effective training c ourse.We must first define the job or task for analysis. To provide a over(p) assessment we must understand the tasks of the position itself. We can achieve this through interviews and observation of those performing the said task. These can validate the knowledge, ability, and skill requirements needed to perform a task effectively. We may also validate our assessment by involving subject matter experts. To complete the task assessment it must meet the companys goals and objectives. Another step of task analysis is the incorporation of a competency evaluation.This allows the determination of the skills and abilities which the trainee will require in their job function. I will discuss evaluation in more detail later in the written project. Training can then be modeled to tension on the deficiencies of an individuals knowledge which lends to the training strategy. Since employee skills are not equal, we must determine the skill set of each and provide training accordingly. This lea ds us back to the readiness for training and will allow a curriculum to advance the knowledge and skills of all participants.The task assessment is not only a tool for our training model but is also an priceless tool for coaching and development of the employee. Managers are frequently overwhelmed with the minutiae of administrative tasks which impede their core responsibility of developing employees. The text refers to creating a road map for identifying opportunities for growth and development. This transcends the task of modeling training and provides an additional value to a company if recognized and applied. (Noe, 2010, pg. 123 127) Methods Used in Needs Assessment There are various(a) methods related to a needs assessment.Because no one method is better than the next it is common to use more than one. Here is a list of methods which show the advantages and disadvantages of each. The observation method allows for real data and minimizes work interruption. Unfortunately, it requires the observer to be skilled in the task which they are observing. It is also likely that those being discovered will not behave as they would in a normal setting. The questionnaire method is inexpensive, provides a large data group, and can easily be summarized. The disadvantage is there are ordinarily low return rates.The questions usually lack detail and only provide data specific to the question. Interviews are effective in uncovering detail that questionnaires lack. The interview process may sometimes uncover details which were not cognize prior, allowing for modification. The disadvantage is that it requires skilled interviewers, scheduling, time for the interview, and may be threatening to Subject Matter Experts. A focus group can be useful in complex or controversial issues. These groups are usually made up of Subject Matter Experts from the various levels targeted for training.This group interaction allows for modifications by uncovering issues which may be diffi cult to glean from observations or questionnaires. The disadvantage is the group often gives answers they think you want to hear. a great deal there is trepidation for lower level employees to voice concerns when management is present. This can contaminate the analysis process by ignoring the needs of the employees performing the task. Technical training materials can also provide a riches of information in relation to a task. Unfortunately, the information is only as good as its source. often the information is outdate or difficult to understand. Finally, online technology can be used to define the strengths and weaknesses of an employee. Unfortunately, these are often viewed as threatening and may be perceived as a way to surplus their position. The other threat is that managers may use the content for punitive measures rather than an opportunity for coaching and development. The use of quadruplicate methods allows data to be validated against another. The method used will ofte n depend on the environment which is being analyzed.It becomes the task of the individual performing the assessment to utilize those methods which provide the most relevant data to the task performed. Often a method of benchmarking is used to define the training practices of a competitor. The emphasis on Total Quality Management may require this practice to determine type, level, and frequency of training. Benchmarking coupled with methods discussed above should provide valuable data and aid in the development of a training model which best fits the business strategy of the organization. (Noe, 2010 pg. 07 109) The overall benefit of the needs assessment is the process and steps defined above. Each step is important to maximizing the return of investment of training. The importance of the process is that it provides a basis for the assessment to cover the various aspects of organization, person, and task. The methods of interviews, observation, questioners, focus groups, documentat ion, and online technologies are vehicles to determine an effective format with which to train. Without a needs assessment an organization would be ill equipped to determine whether training is necessary.An assessment also eliminates the unknown and identifies who, why, and when training is appropriate. Again, this is an investment in human capital and should be treated as any other company investment. Learning Process Now that we have covered the value of a needs assessment lets reexamination the learning process. What is learning? The text defines learning as a change in human capabilities which are not a result of the growth process. (Noe, 2010, pg. 140) In chapter two Noe (2010) also refers to learning as the acquisition of knowledge. He defines knowledge into two groups, tacit or xplicit. Tacit knowledge is based on personal experiences which are passed through interaction with others in a society. Explicit knowledge is knowledge which is formalized, codified and communicated in a learning environment. (Noe, 2010, pg. 50 51) What is learned? The book refers to five types of learning outcomes which I have listed below. Verbal information consists of names, labels, facts, or bodies of knowledge which are retained. Intellectual skills are concepts and rules which are life-sustaining to problem solving, service, and product creation.Motor Skills include the coordination or physical conditioning required for a given task. Attitudes are the combination of beliefs and feelings. Attitude is crucial to the way a person will react in job related settings, their organizational commitment, and job satisfaction and proficiency. Cognitive strategies are related how a person manages their own learning and thinking process. These process elements include attention to information, strategies of learning, and problem solving. (Noe, 2010, pg. 141) Lets review how people, or trainees, learn. In chapter four Noe (2010) discusses the learning cycle.This dynamic cycle involv es four stages of learning concrete experience, wistful observation, abstract conceptualization, and active experiment. The first process of learning is exposure to a work problem (concrete experience). The next step is analyzing the problem and it affects ( echoive observation). Next, the person, or trainee, will devise a way in which to deal with the problem at hand (abstract conceptualization). Finally, a trainee will apply their dissolving agent directly to the problem (active experiment). The act of applying the solution allows for positive or negative feedback.The person, or trainee, then improves and applies this learned result over again. Each action should result in development, growth, and improvement in the four stages. Those results are usually shared and possibly follow by peers and management. (Noe, 2010, 151) David C. McClelland (2003) has proposed that motivation is closely associated to the learning concepts. He contends that when a need is strong, its effect is motivation. That motivation leads the person to use behavior that leads to its satisfaction. Based on research results McClelland developed a description set of factors which reflect the need for achievement.They consist of a motivation to inquire responsibility for solving problems, set moderate goals, take calculated risks, and a desire for feedback on performance. Since the need is to learn through experience, positive feedback on achievements leads to utmost frequency of reoccurrence. McClellands Learned Needs Theory supports the desire to solve problems and defines the importance of positive feedback. (McClelland, 2003) This leads me into the theory circumstances of my written document. Here I will compare and contrast to theories which are defined in the text.