Strategizing Training Computer-Based Instruction • Benefits • Drawbacks – Self-paced – Learners must be self- – Adaptive to different motivated needs – Cost of producing online, – Can be customized interactive materials – Easy to deliver – Lack of interaction with – Usually less expensive others may work against to administer needs & preferred learning styles – Can be conducted when convenient for employee Four Levels of Training Evaluation Training & Development Framework: Best Practices Elements • Plan • Do – Strategic role of T&D – Contents of T&D – T&D value & – T&D methods & administrative policies approaches – Establishing T&D needs • Check – Building transfer into T&D – T&D evaluation strategy • Act – Sustaining & advancing T&D Tying T&D to Strategic Business Plans • Intimate & structured linkage between strategic mission and goals of T&D program • T&D goals & processes reviewed & updated annually around changing strategic needs • T&D executives integrated into strategic planning process Policies & Values to Support T&D Systems • Structural – E.g. linkages between organization’s planning process & T&D operation • Policies – Formal means of communicating T&D expectations • Value Statements – Informal & decentralized means of pushing managers to develop appropriate attitudes Linking Business Strategy with T&D • Establishment of T&D needs driven most often by mission & strategy • Build transfer into T&D – Overlap T&D & job contexts – Integrate T&D & other elements of HR management system – Integrate management into T&D process Training and Development Measures of Evaluation • Graphic Rating Scales • Weighted Checklists • Behaviorally Anchored Rating Scales (BARS) • Behavioral Observation Scales (BOS) • Critical Incident Method • Management By Objectives (MBO) Behavioral Observation Scale (BOS) Performance Management Systems Guidelines • Feedback to employees must be specific rather than general. • Feedback should come only from credible, trustworthy sources. • Feedback should be provided as soon as possible for maximum benefit. • Performance measures must be based on clear, measurable goals. • The performance system must involve a dialogue between the employee and the manager.