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Chapter 1 T&D

The document introduces employee training and development. It discusses key topics like learning objectives, competiveness, human resource management, stakeholders, and the components of learning including training, development, informal learning, knowledge management, and explicit vs tacit knowledge. It also outlines the training design process using the ADDIE model and discusses forces influencing work and learning such as economic cycles, globalization, and new technology. Finally, it notes that training can be provided by trainers, managers, consultants, and employee experts.

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Sabiha Sultana
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163 views3 pages

Chapter 1 T&D

The document introduces employee training and development. It discusses key topics like learning objectives, competiveness, human resource management, stakeholders, and the components of learning including training, development, informal learning, knowledge management, and explicit vs tacit knowledge. It also outlines the training design process using the ADDIE model and discusses forces influencing work and learning such as economic cycles, globalization, and new technology. Finally, it notes that training can be provided by trainers, managers, consultants, and employee experts.

Uploaded by

Sabiha Sultana
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Chapter-1

Introduction to Employee Training and Development

Learning Objectives:

• Discuss the forces influencing the workplace and learning, and explain how training can help
companies deal with these forces
• Draw a figure or diagram and explain how training, development, informal learning, and
knowledge management contribute to business success
• Discuss various aspects of the training design process
• Discuss the key roles for training professionals

Introduction:
Competitiveness: Ability to maintain and gain market share in an industry

Human resource management: Policies, practices, and systems that influence employees’
behaviour, attitudes, and performance

Stakeholders: All parties that have an interest in seeing that the company succeeds

Key Components of Learning:

Learning: Acquiring knowledge, skills, competencies, attitudes, or behaviors

Human capital: Refers to: Knowledge (know what), Advanced skills (know how), System
understanding and creativity (know why), Motivation to deliver high-quality products and
services (care why)
Training: Facilitates learning job-related competencies, knowledge, skills or behavior
Development: Future focused training. It includes:

• Formal education, job experiences, relationships


• Assessments of personality, skills, and abilities

Formal training and development: Programs, courses, and events that are developed and
organized by the company

Informal learning:

● Learner initiated
● Occurs without a trainer or instructor
● Motivated by an intent to develop
● Does not occur in a formal learning setting
● Breadth, depth, and timing is controlled by the employee

Explicit knowledge: Well documented, easily articulated, and easily transferred from
person-to-person

Tacit knowledge: Personal knowledge based on individual experiences that is difficult to


codify. It is the result of informal learning.

Knowledge management: Process of enhancing company performance by designing and


implementing: Tools, processes, systems, structures, and cultures to improve the creation,
sharing, and use of knowledge

Training design process:


● Systematic approach for developing training programs
● Based on the principles of Instructional System Design (ISD)
● ADDIE model- Analysis, design, development, implementation, and evaluation
● Should be systematic yet flexible to adapt to business needs
Flaws of the ISD model:

● Step by-step approach is rarely followed in real life organizations


● Necessary requirement of trainers adds time and cost to developing a training program
● Implies an end point: evaluation
● May lead to assumption that training is the best solution

Forces Influencing Working and Learning:

● Economic cycles
● Globalization
● Increased value placed on intangible assets
● human capital
● Focus on link to business strategy
● Changing demographics and diversity of the workforce
● Talent management
● Customer service and quality emphasis
● New technology
● High-performance work systems

Who provides training: Trainers, managers, in-house consultants, and employee experts

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