MGT 303 Ch 7 - CHAPTER 7: TRAINING High-Leverage Training...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
CHAPTER 7 : TRAINING High-Leverage Training Strategy: A Systematic Approach o Training : A planned effort to facilitate the learning of job-related knowledge, skills, and behavior by employees To create competitive advantage, companies should use training broadly as a way to create intellectual capital o High-Leverage Training : Training practice that links training to strategic business goals, has top management support, relies on an instructional design model, and is benchmarked to programs in other organizations o Continuous Learning : A learning system that requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job, and share what they have learned with other employees Understand relationships among their jobs, their work units, and the company o Strategic Training and Development Process Business Strategy Strategic Training and Development Initiatives Training and Development Activities Metrics that Show Value of Training Designing Effective Training Activities o Training Design Process : A systematic approach for developing training programs Examples: Instructional System Design (ISD) and ADDIE model (analysis, design, development, implementation, evaluation) Training Process Steps: 1: Needs Assessment 2: Ensuring Employee’s Readiness for Training 3: Creating a Learning Environment 4: Ensuring the transfer of training 5: Selecting training methods 6: Evaluating training programs o STEP 1: Needs Assessment Process used to determine if training is necessary Involves organizational analysis, person analysis, and task analysis Shows who needs training, what trainees need to learn o Organizational analysis A process for determining the business appropriateness of training Support of Managers and Peers o Must have positive attitude and willingness to teach their KSAO’s Company Strategy
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
o Strategic training and development initiatives learning-related actions that a company takes to achieve its business strategy Based on environment, understanding of goals and resources, insight into potential training and development options Training Resources o Identify whether company has budget, time, expertise for training o RFP (Request for Proposal) : document that outlines for potential vendors and consultants the type of company is seeking o Person Analysis Manager must analyze all of the following aspects that affect performance and learning: Person characteristics: An employee’s knowledge, skills, abilities, and attitudes Input : Instructions that tell employees what, how, and when to perform; also the support they are given to help them perform Output : A job’s performance standards Consequences : The incentives that employees receive for performing well Feedback : Info that employees receive while they are performing concerning how well they are meeting objectives o If employees have knowledge and skill to perform
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 03/23/2012 for the course MGT 303 taught by Professor Waugh during the Fall '11 term at Miami University.

Page1 / 9

MGT 303 Ch 7 - CHAPTER 7: TRAINING High-Leverage Training...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online