1. organizational analysis
2. job or task analysis (needs assessment)
3. person analysis

training objectives:

behavioral

training objectives:

operational

• motivate the trainee to improve performance
•  clearly illustrate the desired KSAs
• provide for active participation
• provide feedback on performance while trainee learns

• provide some way for trainee to be reinforced
• provide opportunity to practice on job
• be structured from simple to complex tasks
• be adaptable to specific problems

lecture

programmed instruction/CAI

case method/ case study

adv: widely applicable, useful for large groups, cost effective

disadv: one-way communication, information vs action oriented, ignores individual differences

Role playing

Vestibule (simulators)

on the job

job rotation/cross training

succession planning

• uses reinforcement to enhance learning
• information presentation followed by questions
• correct answers immediately reinforced
• incorrect = branching

adv: individualized instruction

immediate reinforcement enhances learning

dis: costly and time consuming to develop

factual emphasis

• representative organizational problems presented on paper
• trainees identify issues and offer solutions
• participants learn from each other and receive feedback from trainers

Case method

adv and disadv

adv: trainees can work as unit, trains variety of abilities, big picture

dis adv:  emphasis on competition, effectiveness may vary by group composition

trainees act out simulated roles

example: performance couseling

role playing

adv and disadv

adv: standardized situation with on-the-job applicability, can present wide variety of situations

disadv: time consuming to develop, costly

vestibule training

adv and disa

adv: high transfer of training, safety

dis: costly with large numbers of trainees, can be expensive to develop

learn as you go

typicall informal training experienced by peers and supervisors that occurs on the job and during job tasks

• modeling- watching and imitating other's behavior
• job rotation- perform several different jobs w/in an organization
• apprentice training - learn a particular trade
• coaching/mentoring new employees assigned to experienced employees
• understudy assignment/succession- used for high-level positions to learn job & leader style

on the job

adv and dis

adv: high transfer of training, inexpensive

dis: not appropriate for many jobs, standardization/consistency

extent to which behaviors learned in training can be applied to the job

primary consideration in assessing the utility of a training program

1. maximize similarity between the training situation and job situation
2. provide experience with tasks, concepts, and skills so trainees are exposed to a wide range of possible circumstances
3. ensure that behaviors learned in training are rewarded on the job

knowledge of results

information that tells trainees why they are wrong and how they can correct the behavior in the future

1. accurate perception by recipient
2. credibility of source
3. low frequence
4. individual needs are considered

reaction

learning

behavior

results (ROI)