Training and Development

By
Dr Nazrul Islam
MBA, PhD

Chapter 1
Introduction to
Training and Development

By
Dr Nazrul Islam

What is Training?
Training is a systematic process through
which an organizations human resources
gain knowledge and develop skills by
instruction and practical activities that
result in improved corporate
performance.

What is Training?
Training - a planned effort by a company
to facilitate employees learning of jobrelated competencies.
Competencies include knowledge, skills or
behavior critical for successful job
performance.

The goal of training is for employees to

master the competencies and apply them
to their day-to-day activities.

What is Training? (cont.)

To use training to gain a competitive
advantage, a company should view
training broadly as a way to create
intellectual capital.
Training is an Intellectual Capital that is
concerned with basic skills advanced skills
an understanding of the customer or
manufacturing system, and selfmotivated creativity.

Summary of the Definition

Training is a systematic process & a planned
effort;
Through which an organizations human resources
gain knowledge and develop skills;
Purpose is to master the competencies and apply
them to their day-to-day activities;
Training is used to gain a competitive advantage;
A company should view training as a way to
create intellectual capital;
It improves corporate performance.

High-Leverage Training
High-leverage training is linked to strategic
business goals and objectives;
It uses an instructional design process to
ensure that training is effective;
It compares or benchmarks the company's
training programs against training programs
of other companies;
It creates working conditions that encourage
continuous learning.

Continuous learning
Continuous learning requires
employees to understand the entire
work system, including the
relationships among their jobs, their
work units, and the company as
well.

Role of Managers in Training

Managers take an active role in:
Identifying training needs;
Ensuring that employees use training in their
work;
Facilitating the sharing of knowledge, by
using informational maps. Information
Mapping offers classroom training as well as
self-paced and instructor-led e-learning
programs.

Use of Training Today

Today, training is being evaluated on
how training addresses business needs
related to learning, behavior change,
and performance improvement.

Emphasis of the Company

Today
There is a greater emphasis on:
Providing educational opportunities for all
employees;
Performance improvement as an ongoing
process than a one-time training event;
Demonstrating to executives, managers, and
trainees the benefits of training;
Learning as a lifelong event;
Training being used to help attain strategic
business objectives.

Training and Development Difference

Training
The acquisition of Knowledge, Skills and Abilities (KSA), to
improve performance on ones current job.
Usually consists of short-term focus on acquiring skills to
perform ones job
employees to develop the knowledge, skills and attitudes
required to carry out the work needed to meet an
organizations objectives.

Development
The acquisition of knowledge, skills and abilities (KSA), required
to perform ones future job responsibilities and for the longterm achievement of individual career goals and organizational
objectives.
The goal is to prepare employees for managerial careers.
Improving an individual in line with the requirements of that
individual.

Training, & Development

Difference, Contd.,
Training refers to educating technical and
operational employees in how to better do
their current jobs
Short-Term skills oriented

Development refers to educating

professionals and managers in the skills they
need to do their jobs in the future
Long-Term career oriented

Training, Education &

Development - Differences
Training is short term, task oriented
and targeted on achieving a change of
attitude, skills and knowledge in a
specific area. It is usually job related.
Development is a long term investment
in human resources.
Education is a lifetime investment. It
tends to be initiated by a person in the
area of his/her interest.

Importance of Training
Helps in maintaining high quality products
/services;
Achieves high service standards;
Provides information for new comers;
Refreshes memory of old employees;
Achieves learning about new things, technology,
products / services delivery
Reduces mistakes - minimizing costs;
Opportunity for staff to feedback / suggest
improvements;
Improves communication & relationships - better
teamwork.

Typical Areas of Training and Development

Communication skills
Computer skills
Customer service
Diversity
Ethics
Human relations
Quality initiatives
Safety
Sexual harassment

1-16

What Managers Should Do to

Support Training

The ASK Concept

If we follow the GAP concept, training is
simply a means to use activities to fill the
gaps of performance between the actual
results and the expected results.
This GAP can be separated into 3 main
themes 1.Attitude
2.Skills
3.Knowledge

Exercise
Rank ASK by difficulty to develop in people.
Attitude
Skills
Knowledge

Easy
Moderately
difficult
Most difficult

Five Principles of Learning

Through ASK employees learns. However, learning might
be if 5 principles are followed.
Participation: involve trainees, learn by doing
Repetition: repeat ideas & concepts to help
people learn
Relevance: learn better when material is
meaningful and related
Transference: to real world using simulations
Feedback:
ask for it and adjust training
methods to audience.

A Systematic Approach
to Training
Key Concepts in Preparing a Training
Plan
Before you train and develop people identify
what:
They must know - before they can perform job
They should know - to improve performance
Would be nice for them to know but not
necessary to perform duties.

Nine Steps in the Training

Process
1.
2.
3.
4.
5.
6.
7.
8.
9.

Assessing training needs

Preparing training plan
Specifying training objectives
Designing the training program(s)
Selecting the instructional methods
Completing the training plan
Implementing the training program
Evaluating the training
Planning future training

1. Assessing Training Needs

Conduct a training needs analysis by
either one, or both, of the following.
External approach - Company, guests,
society.
Internal approach using a staff opinion
survey.

2. Preparing Training Plan

Ask your self What are we going to
achieve in the time period?
Use a holistic approach by using a calendar
for inputting your training activities.
Consider whether to design a long (5-10
years), medium (3-5 years) or short (1
year) term plan.

Training Calendar Example

Training Area

Month in the year

1 2 3 4 5 6 7...

Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner

1-25

Individual Plans
For individual personalized training, we
must assess the trainees weakness and
strengths first before setting up
appropriate programs.
Training areas may be tailor-made.
Trainee should receive an individual timetable
for self progress.

3. Specifying Training
Objectives
Training Objectives must be specific &
measurable.
What should trainees be able to accomplish
after participating in the training program?
What is the desired level of such
accomplishment, according to industry or
organizational standards?
Do you want to develop attitudes, skills,
knowledge or some combination of these
three?

4. Designing the Training

Program(s)
1.
2.
3.
4.
5.
6.

Program duration
Program structure
Instruction methods
Trainers qualifications
Nature of trainees
Support resources
materials, OHP,
classroom, etc.

7. Training location &

environment
8. Criteria & methods
for assessing
participant learning
and achievement
9. Criteria & methods
for evaluating the
program.

5. Selecting Instructional Methods

Note: This is the most important step
On-the job-training (OJT)
Learn while youre working

Off -the job-training

In house, training or classroom
External, consultancies or attending external classes
Independent bodies, such as government talks
Distance learning, from books or notes
Computer-assisted learning
Interactive-video training
Video conferencing, same as classroom except teachers
and students are in different locations.

6. Completing the Training

Plan
Target group assess your audience
Topic task, skill or attitude ingredient
Method direct (one way communication) or
indirect (discussion, games, experimental
exercises). Important as evaluation of trainees
usually lies on the perception on what they did
in the training session
Time length, period, breaks important to
consider
Location away from the office?

7. Implementing the Training

Program
Besides trainers qualifications and
experience:
Participant selection
Group comfort - physical & psychological
Trainer enthusiasm & skills
Effective communication
Feedback mechanism
The need to learn new training skills
Preparation by trainers

8. Evaluating the Training

Three Levels of Evaluation, Such as,
1. Immediate Feedback

Survey or interview directly after training

2. Post-Training Test

Trainee applying learned tasks in

workplace?

3. Post-Training Appraisals

Conducted by immediate supervisors of

trainees

9. Planning Future Training

Last step in the training process
After taking all evaluated comments,
trainers should modify the programs to
keep good things and make suggested
improvements
Remember, even with the same topic for
different trainees, trainers should address
many parts of the training process again and
consider new approaches.

Categories of Training
Methods

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Examples of Training Methods

Use of Instructional Methods

Characteristics of Effective
On-the-Job Training (OJT)
The organization should issue a policy
statement describing the purpose of OJT and
emphasizing the organizations support for it.
The organization should specify who is
accountable for conducting OJT.
The organization should review OJT practices at
companies in similar industries.
Managers and peers should be trained in OJT
principles.

Ways That Training Helps

Employees Learn

Measures of Training
Success
The following indicators may be used to
measure the success of training.
Trainee Satisfaction
Return on Investment (ROI)
Performance Improvement
New Skills, Knowledge & Attitude
Transfer of Training

Measures of Training
Success

Transfer of Training
Transfer of training: On-the-job use of
knowledge, skills, and behaviors learned in
training.
Can be measured by asking employees
three questions about specific training
tasks:
1. Do you perform the task?
2. How many times do you perform the task?
3. To what extent do you perform difficult and
challenging learned tasks?

Orientation of New Employees

Orientation:
training designed
to prepare
employees
to perform their
jobs effectively,
learn about their
organization, and
establish work
relationships.

The objectives of
orientation
programs include
making new
employees familiar
with the
organizations
rules, policies, and
procedures.

Content of
a Typical
Orientation
Program

Diversity Training
Training designed to change employee
attitudes about diversity and/or
develop skills needed to work in a
diverse workforce.
These programs generally emphasize
either
attitude awareness and change, or
behavior change

Effective Training Designing

Process
A systematic approach for developing training
programs.
Is based on the principles of Instructional
System Design (ISD).
Is sometimes referred to as the ADDIE model
because it includes analysis, design,
development, implementation, and
evaluation.
Should be systematic yet flexible enough to
adapt to business needs.

Effective Training Designing

Process, Contd.,

Effective Training Designing

Process (cont.)
Regardless of the specific Instructional System
Design (ISD) approach used, all the steps share
the following assumptions:
Training design is effective only if it helps employees
reach their training objectives.
Measurable learning objectives should be identified
before the training program begins.
Evaluation plays an important part in planning and
choosing a training method, monitoring the training
program, and suggesting changes to the training
design process.

The Instructional Systems Designs

(ISD) Model of Training & Development
ISD Model
A rational and scientific model of the
training & development process that
consists of three major steps:
a training needs analysis
training design and delivery
training evaluation

Instructional System Design Model

(ISD)

Training Design &

Delivery
1.Training Objectives
2.Training Contents
3.Training Methods
4.Learning Principles

Training
Evaluation
1.Evaluation Criteria
2.Evaluation Design

The Instructional System Design Model of Training & Developing

Flaws of ISD Approach

In organizations, the training design process
rarely follows the step by-step approach of
the activities.
Organizations require trainers to provide
detailed documents of each activity found in
the model; this adds time and cost to
developing a training program.
It implies an end point: evaluation.

Benefits of Training
Most training is
targeted to ensure
trainees learn
something they
apply to their job.

1-51

Benefits of Training and

Development
Organizational Benefits
Organizational strategy

By linking training to an organizations

strategy, training becomes a strategic
activity that operates in concert with
other programs and activities to achieve
an organizations strategy.

Benefits of Training and

Development
Organizational Benefits
Increase organizational effectiveness

Training employees can do more work, make fewer errors,

require less supervision, have higher loyalty and morale,
and have lower rates of attrition.
Strong link between organizational effectiveness and
training
Good companies spent up to 6% of their payroll:
57% higher sales per employee, 37% higher gross
profit

Employee recruitment and retention

Training can be used by organizations to increase their
attractiveness to prospective employees and to retain
their current employees.
Many organizations offer extensive training and
development opportunities to retain employees.

Benefits of Training and

Development
Employee Benefits
Intrinsic benefits
Trained employees improve their knowledge and skills,
develop higher confidence or efficacy
feeling of increased usefulness, higher belongingness,
higher job satisfaction and positive attitude.

Extrinsic benefits
Higher earnings as a result of increased knowledge and
skills
improved marketability,
greater security of employment,
enhanced promotion prospect.

Benefits of Training and

Development
Social Benefits
Educated population
some organizations offer literacy and numeracy
training

Standard of living
relationship between productivity and standard
of living
Canadian Govt. spend $ 11 billion annually to
educate workforce to become a high wage
economy.

Forces Influencing Working

and Learning

Forces Influencing Working

and Learning, Contd.,
Economic cycles:
Provide an opportunity for companies to take
a closer look at training and development to
identify those activities that are critical for
supporting the business strategy as well as
those mandated by law.

Forces Influencing Working

and Learning, Contd.,
Globalization
Provide training and development
opportunities for global employees.
Provide cross-cultural training to prepare
employees and their families to understand
the culture and norms of the country to which
they are being relocated and assists in their
return to their home country after the
assignment.

Examples of Intangible Assets

Forces Influencing Working

and Learning, Contd.,
The value of intangible assets and human
capital has the following implication:
Focus on knowledge worker - employees
who contribute to the company not through
manual labor but through what they know,
perhaps about customers or a specialized
body of knowledge.

Forces Influencing Working

and Learning, Contd.,
The value of intangible assets and human
capital has the following implication:
Employee engagement - the degree to
which employees are fully involved in their
work and the strength of their commitment to
their job and the company.
Companies measure employees' engagement
levels with attitude or opinion surveys.

Forces Influencing Working

and Learning (cont.)
The value of intangible assets and human
capital has the following implication:
Change - the adoption of a new idea or
behavior by a company.
Learning organization - embraces a culture
of lifelong learning, enabling all employees to
continually acquire and share knowledge.

How Managing Cultural Diversity can

Provide Competitive Advantage

Forces Influencing Working

and Learning (cont.)
Talent management - attracting,
retaining, developing, and motivating
highly skilled employees and managers.
It is becoming increasingly more
important because of:
occupational and job changes.
retirement of baby boomers.
skill requirements.
the need to develop leadership skills.

Forces Influencing Working

and Learning (cont.)
Customer service and quality emphasis
Total Quality Management (TQM) - a
companywide effort to continuously improve
the ways people, machines, and systems
accomplish work.

Forces Influencing Working

and Learning (cont.)
Core values of TQM
Methods and processes are designed to meet
the needs of internal and external customers.
Every employee in the company receives
training in quality, which is designed into a
product or service to prevent errors from
occurring rather than being detected and
corrected.

Forces Influencing Working

and Learning (cont.)
Core values of TQM
The company promotes cooperation with
vendors, suppliers, and customers to improve
quality and hold down costs.
Managers measure progress with feedback
based on data.

Forces Influencing Working

and Learning (cont.)
Customer service and quality emphasis
The Malcolm Baldrige National Quality
Award , created by public law, is the highest
level of national recognition for quality that a
U.S. company can receive.
The ISO 9000 is a family of standards that
include requirements for dealing with how to
establish quality standards and how to
document work processes to help companies
understand quality system requirements.

Categories and Point Value for the Malcolm

Baldrige National Quality Award
Examination

Forces Influencing Working

and Learning (cont.)
Customer service and quality emphasis
Six Sigma process - a process of measuring,
analyzing, improving, and then controlling
processes once they have been brought within
the narrow six sigma quality tolerances or
standards.
Training can help companies meet the quality
challenge by teaching employees statistical
process control and engaging in lean
processes.

Forces Influencing Working

and Learning (cont.)
Customer service and quality emphasis
Lean thinking - involves doing more with
less effort, equipment, space, and time, but
providing customers with what they need and
want.
ISO 10015 - a quality management tool
designed to ensure that training is linked to
company needs and performance.

Forces Influencing Working

and Learning (cont.)
New technology
Is changing the delivery of training and makes
training more realistic.
Allows training to occur at any time and any
place.
Reduces travel costs.
Provides greater accessibility to training and
consistent delivery.

Forces Influencing Working

and Learning (cont.)
Provides the ability to access experts and
share learning with others.
Provides the possibility of creating a learning
environment with many positive features such
as feedback, self-pacing, and practice
exercises.
Allows companies greater use of alternative
work arrangements.

Forces Influencing Working

and Learning (cont.)
High performance models of work
systems
Work teams - involve employees with
various skills who interact to assemble a
product or provide a service.
Cross training - training employees in a wide
range of skills so they can fill any of the roles
needed to be performed on the team.

Forces Influencing Working

and Learning (cont.)
High performance models of work
systems
Virtual teams - teams that are separated by
time, geographic distance, culture, and/or
organizational boundaries and that rely
almost exclusively on technology to interact
and complete their projects.

Use of new technology and work designs

are supported by human resource
management practices.

Snapshot of Training
Practices
Key trends in learning initiative
investments:
Direct expenditures, as a percentage of
payroll and learning hours, have remained
stable over the last several years.
There is an increased demand for specialized
learning that includes professional or
industry-specific content.
The use of technology-based learning delivery
has increased from 11 percent in 2001 to 33
percent in 2007.

Snapshot of Training
Practices (cont.)
Self-paced online learning is the most
frequently used type of technology-based
learning.
Technology-based learning has helped
improve learning efficiency, and has resulted
in a larger employeelearning staff member
ratio.
The percentage of services distributed by
external providers dropped from 29 percent in
2004 to 25 percent in 2007.

Comparison of BEST Award Winners

and Benchmark Companies

Characteristics of BEST Award

Winners

The 2004 ASTD Competency

Model

Snapshot of Training
Practices (cont.)
In most companies training and
development activities are provided by
trainers, managers, in-house consultants,
and employee experts.
They can also be outsourced.
Training and development can be the
responsibility of professionals in human
resources, human resource development,
or organizational development.

Snapshot of Training
Practices (cont.)
As companies grow and/or recognize the
important role of training for business
success, they form an entire training
function, which may include instructional
designers, instructors, technical training,
and experts in instructional technology.
To be a successful training professional
requires staying up-to-date on current
research and training practices.

Blooms Taxonomy
In 1780 Abigail Adams stated, "Learning is
not attained by chance; it must be sought
for with ardor (love) and attended to with
diligence" .
Although, it received little attention when
first published in 1956, Bloom's Taxonomy
has since been translated into 22 languages
and is one of the most widely applied and
most often cited references in education.

Blooms Taxonomy

Creating: can the student create

new product or point of view?

Evaluating: can the student justify a

stand or decision?

Analyzing: can the student

distinguish between the different
parts?

Applying: can the student use the

information in a new way?

Understanding: can the student

explain ideas or concepts?

Remembering: can the student

recall or remember the information?
1-85

The Context of Training and

Development
Training and development are not isolated
activities independent of the surrounding
environment and organization.

Environmental Context
Organizational Context

The Context of Training & Development

The Context of Training & Development

T
&
D

Environmental Scanning
.

The Context of Training and

Development
Environmental Context
Globalization:
Pressure of improved productivity and the quality
of goods and services

Technology
New technologies can provide organizations with
improvements in productivity and a competitive
advantage.
Technology will only lead to productivity gains
when employees receive the necessary training to
exploit the technology

The Context of Training and

Development
Environmental Context
The Labor Market
Organizations can have trained and skilled
manpower in a scarce labor market

Change
Change is obvious and organizations can adapt
with changes through training their employees.

The Context of Training and

Development
Organizational Context
Strategy

SHRM : The align of human resources practices with

an organizations business strategy
Training becomes strategic when aligned with business
strategy

Structure

Flat structure: Employees are expected to perform

tasks of managers and need to be trained on
managerial activities such as problem solving, decision
making, team work etc
Downsizing
Reengineering

The Context of Training and

Development
Organizational Context
Human Resources System
SHRM Links:
Link to business strategy
Link to others so that they work together to
achieve organizations strategy

Quebecor World Incorporated

Case Study

Companies in Quebec with payrolls over $1 million are required by law to spend
1 percent of their payroll on training, or pay a training tax. They must also
carefully document their training activities and complete government forms
every February. The main aspects of the legislation are as follows:
1. Every February, companies must file paperwork in which they indicate how
they spent 1 percent of their total payroll on training.
2. If they have not spent at least 1 percent of their total payroll on training,
they must pay the difference to the government, and that money is then used
to fund training programs in companies that have invested at least 1 percent in
training.
3. Companies must use accredited training bodies, instructors, and services
that follow a code of ethics. All types of training are eligible.
4. General information about the participation of employees in training
exercises must be provided.
5. Companies that meet the 1 percent training investment can apply for
provincial training grants.
Source: Harding, K. (2003, June 4). A taxing way to train staff. The Globe and Mail, C1, C6. Reprinted
with permission from The Globe and Mail.Follow the book.

Case Incident:
Canadian American Transportation Systems

Canadian American Transportation Systems began running a new high-speed ferry

between Toronto and New York State in 2004. The marine industry is highly regulated
and most of the workers have no experience. So a great deal of training was needed
to meet the rigorous standards set by the U.S. Coast Guard and Transport Canada.
There are two mandatory levels of training. One is called SOLAS (safety of life at
sea), which involves a very basic familiarization of the vessel, basic life saving
procedures, and medical emergencies. There is also a more advanced program of
survival training called STCW (seafarers training certification and watch keeping).
Employees were taken to Olympic-sized pools where they had to jump in the water,
get people into safety rafts, and learn how to use equipment in cold water conditions.
Good customer service is also important, so employees need to understand the
customer experience.

Questions
1. To what extent has the instructional system design (ISD) model of training and
development been used? Discuss how the ISD model is relevant for the training of the
new staff and how it can be applied.
2. Discuss the benefits of the training described in the case for the organization,
employees, and the public.

Source: Garcia, C. (2004, May 17). CloseUp: Training and development. Canadian HR Reporter, 17 (10), 710.

Case Study: Flotation Ltd.

Great course, Sam! said the trainees as they walked out the door and headed for the parking lot. Just
like all the others. Sam Harris, a veteran trainer with Flotation Ltd., a manufacturer of life jackets and
other flotation devices, smiled as he gathered his notes together.
He had just finished two hours of wisecracking and slightly off-colour storytelling as he worked his way
through the third session of a human relations course for supervisors. Keep em happy was Sams
motto. Give the troops what they want, keep your enrolments up, and no one will complain.
Sam was good at it, too! For 20 years, he had earned an easy living, working the politics, producing
good numbers (of trainees) for the top brass to brag about (We give each employee up to 26 hours of
training every year!), and generally promoting his small training group as a beehive of activity.
Everybody knew Sam and everybody liked him. His courses were fun. He had no trouble convincing
managers to send their people. He put out a little catalogue with his course list every year in January.
He hadnt had a cancellation in more than 10 years. Some managers said that training was the best
reward they had. Now, only three years from retirement, Sam intended to coast comfortably into
pension-land. All his favourite courses had long been prepared. All he had to do was make
adjustments here and there and create some trendy new titles.
But times were changing. The company president was thinking differently. I need somebody to take a
close look at our training function, he said. Sitting in the presidents office, Jenny Stoppard, the newly
hired Vice
President of Human Resources, wondered what he meant. Flotation Ltd. had a reputation as a
company with a well-trained workforce.
We need to increase our productivity per person by 50 percent over the next three years, the
president continued. And you are going to spearhead that effort. We spend a lot on training and we
cycle people through a lot of courses. But Im not satisfied with the bottom line. I know that while Dad
was president he swore by Sam and said he was the greatest. I dont know anymore. Maybe a whole
new approach is needed. Anyway, I want you to take a close look at Sams operation.

Case Study: Flotation Ltd

Contd

Later in the day, the president called Sam into his office. Sam, I want you to meet Jenny
Stoppard. Ive just hired her as Vice President of Human Resources. Shes your new boss. I
think the next three years are going to be very exciting around here, and Jenny is going to be a
key player in the drive to increase our competitiveness. I want you to do everything in your
power to cooperate with her.
Questions
1. Comment on Sams approach to training. Would you want him working for your company?
What are the benefits of his training to employees and the organization?
2. To what extent is training at Flotation Ltd. strategic? What would make it more strategic?
3. To what extent has Sam used the instructional systems design (ISD) model of training and
development? If he were to more fully use the ISD model, what should he do? Comment on
each step of the ISD
model.
4. How does Sam evaluate his training programs? Compare Sams evaluation to the
presidents objectives. If Sam were to evaluate training based on the presidents objectives,
what would he have to do? What do you think the results might be?
5. The president has asked Jenny to take a close look at Sams operation. What should she
do, and what should she report back to the president?

Important Questions
Broad
1. a. Define Training & Development.
b. Describe the organizational, employee and societal benefits of
training and development.
2. a. Explain Trojan Technologies motto of employee attraction &
retention.
b. How do Trojan Technologies develop leaders?
3. a. How is ISD Model a rational and scientific model of the training &
development process?
b. Discuss the application of the ISD Model.
Short
1. Difference Between training & Development
2. Difference Between Intrinsic benefits and Extrinsic benefits