Post on 12-Nov-2014
Human Resources Management Human Resources Management June 2007June 2007 11
Employee TrainingEmployee Training
Meir NavonMeir Navon
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A few words about A few words about myselfmyself• Bank Leumi – 20 years!Bank Leumi – 20 years!
– First VP First VP – Training and HRD VPTraining and HRD VP– Branch ManagerBranch Manager– Deputy Area ManagerDeputy Area Manager– Head of loans sectorHead of loans sector– Etc…Etc…
Tired???Tired???
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Some more wordsSome more words……
• CEO of Interwise (Europe)CEO of Interwise (Europe)• CEO of Ergo TrainingCEO of Ergo Training• Business Development Director , Ness Business Development Director , Ness
TechnologiesTechnologies• Self Employed, consultant in Self Employed, consultant in
organizational training issues, organizational training issues, expert in eLearningexpert in eLearning
• Member of the Academic Staff of Member of the Academic Staff of HITHIT
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A Small QuestionA Small Question……
Is TRAINING essential to a company?Is TRAINING essential to a company?
Can a company exist without training?Can a company exist without training?
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Hardly, but yesHardly, but yes!!
• It will take longer and cost more It will take longer and cost more money, but people will have the money, but people will have the knowledge and experience needed .knowledge and experience needed .
• Hardly, because in today’s time Hardly, because in today’s time constraints it may be too late, when constraints it may be too late, when they reach the appropriate levelthey reach the appropriate level
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WWhat’s the objective of hat’s the objective of training in your training in your
organizationorganization??Improve the processes to Improve the processes to
achieve the organization’s achieve the organization’s goalsgoals
HelHelpp all involved to all involved to improve their improve their performanceperformance
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We’ll deal with 3 training We’ll deal with 3 training needs during our lessonsneeds during our lessons
• Train managers to perform Train managers to perform employee’s appraisalsemployee’s appraisals
• Train new comers to the organization Train new comers to the organization – not from the professional point of – not from the professional point of viewview
• Assimilate the use of one of the Assimilate the use of one of the Office tools ( Word, PowerPoint or Office tools ( Word, PowerPoint or Excel)Excel)
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Let’s define TRAININGLet’s define TRAINING
• Gather in groups of 4 participants, Gather in groups of 4 participants, that are sitting close one to anotherthat are sitting close one to another
• Write down a definition of training Write down a definition of training from your point of view.from your point of view.
• Decide whoDecide who’’s going to read it alouds going to read it aloud
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TrainingTraining
• A A systematic, planned and systematic, planned and controlled learning process controlled learning process
• intended to help the employees intended to help the employees to fulfill their functions in the to fulfill their functions in the most efficient mode most efficient mode
• through the acquisition and through the acquisition and improvement of the level of improvement of the level of knowledge, ability and knowledge, ability and experiences experiences
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The Advantages of The Advantages of TrainingTraining Reduction of the learning timeReduction of the learning time Reduction of employee’s mistakesReduction of employee’s mistakes Performance Improvement of experienced Performance Improvement of experienced
employeesemployees Preparation for next positionPreparation for next position Preparation for the future (CV Preparation for the future (CV
Management)Management) Identification with the organization Identification with the organization
(enhance motivation)(enhance motivation)
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Learning PrinciplesLearning Principles
Willing to learnWilling to learn
Learning by doingLearning by doing
From mistakesFrom mistakes
In known contextIn known context
Multiple habits, sensesMultiple habits, senses
SystematicSystematic
One can’t learn what one can’t One can’t learn what one can’t understandunderstand
Control the leaning advanceControl the leaning advance
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Resistance to Resistance to LearningLearning
What for? Targets badly definedWhat for? Targets badly defined Suspicion – Training as a Suspicion – Training as a
management’s toolmanagement’s tool Change resistanceChange resistance ShameShame Group pressureGroup pressure
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Main FunctMain Functions of the Training ions of the Training DepartmentDepartment
Instructional design- Instructional design- including including research and avaliationresearch and avaliation
Professional training – Professional training – according according to the to the organizationorganization
ManagementManagement development development Sales & Service trainingSales & Service training Technological training Technological training & system & system
assimilationassimilation Technology for training (eLearningTechnology for training (eLearning)) ManagementManagement
Training NeedsTraining Needs
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Training NeedsTraining Needs
The gap between the desired level of The gap between the desired level of the system and/or the employees the system and/or the employees and the present level, which can be and the present level, which can be reduced or eliminated by training reduced or eliminated by training activitiesactivities
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A training need can A training need can derive fromderive from
Lack from the employees’ part of Lack from the employees’ part of total or partial knowledge and total or partial knowledge and abilities need to perform their tasks abilities need to perform their tasks
Preparation for entrance to new Preparation for entrance to new fieldsfields
Introduction of new methods of workIntroduction of new methods of work
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Methods of identification of Methods of identification of training needstraining needs
• InterviewInterviewss • Questionaires / researchQuestionaires / research• observationsobservations• Focus groupsFocus groups• Data examinationData examination• Tasks analysisTasks analysis• Critical eventsCritical events
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Sources of knowledge for Sources of knowledge for needs assessmentneeds assessment
• Management Management
• employeesemployees
• ClientsClients
• Technology Technology
• Documents Documents
• Legislation Legislation
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Now for a little practicingNow for a little practicing……
• Gather up in the same groups as Gather up in the same groups as before before
• Reminding you of our needs:Reminding you of our needs:
• Define the training needs for these 2 Define the training needs for these 2 casescases
Training Targets Training Targets
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Training targetsTraining targets
The set that describes the expected The set that describes the expected or desired results through the or desired results through the training activitiestraining activities
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Components of the Components of the training targetstraining targets
• Final behaviorFinal behavior:: – What will the student be able to do after the training activityWhat will the student be able to do after the training activity
• Conditions under which this behavior Conditions under which this behavior is done:is done:– place, job aids, pressure etcplace, job aids, pressure etc
• Expected levelExpected level::– Quantity, quality,time,etc.Quantity, quality,time,etc.
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Training targets Training targets classificationclassification (according to Bloom’s taxonomy,1969)(according to Bloom’s taxonomy,1969)
• Cognitive domainCognitive domain – recognition , – recognition , thinkingthinking– Knowledge Knowledge – Understanding Understanding – Analysis Analysis – Synthesis Synthesis – Avaliation Avaliation
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Training targets Training targets classificationclassification (according to Bloom’s taxonomy,1969)(according to Bloom’s taxonomy,1969)
• Affective domainAffective domain (emotions, (emotions, positions)positions)– Vulnerability Vulnerability – Values – recognition, organizationValues – recognition, organization
• Behavior domainBehavior domain
Training MethodsTraining Methods
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MethodsMethods ConventionConventionalal
ComputerizeComputerizedd
Self learningSelf learningbookbook// self learning self learning bookletbooklet
Assinchronous Assinchronous learninglearning// CBTCBT//WBTWBT
101101Instructor Instructor eMentoringeMentoring
TeamTeam Video conference/Video conference/ conference callconference call
Collaboration / Collaboration / eemeetingmeeting
GroupGroup Classroom Classroom Virtual ClassroomVirtual Classroom
MultitudeMultitude AssemblyAssemblyWeb seminarWeb seminar
Training Methods
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Considerations when Considerations when choosing a training methodchoosing a training method• The training targets The training targets • Scope and depth of learning desiredScope and depth of learning desired• Zero mistakes?Zero mistakes?• Participants characteristicsParticipants characteristics• Preparation and execution time availablePreparation and execution time available• Training aptitudes availableTraining aptitudes available• Means availableMeans available• Budget Budget
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A Culinary Allegory…
A 1980 Training “Meal”
A limited menu – the chef prepares only for basic tastes
Great variety – food for every taste
The meal duration depends also on your will
Eat anywhere – in your table, at home on the way
eLearning Bistro 2007
All meals take 50 minutes
No take away – all eating is done in the restaurant
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And we still haven’t And we still haven’t finished the allegoryfinished the allegory
A 1980 Training “Meal”
eLearning bistro 2007
Clean the plate, even if you don’t want…these are the rules…
Limited opening hours
Eat as much as you want
Eat when you are hungry – 24/7
Unnecessary fat in the meal – travel, lengthy explanations
Food on the necessary quantity only – fresh food
Creating a Training Creating a Training Plan Plan
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A Training Design CycleA Training Design Cycle
Diagnostics, needs asssessmentDiagnostics, needs asssessment Objectives’ definition and Objectives’ definition and
operational targets for the courseoperational targets for the course Course Planning Course Planning Choosing methodsChoosing methods Execution Execution Exame and training effectiveness Exame and training effectiveness
checkingchecking
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The components of the The components of the ideal courseideal course
• The targets are clear to all participantsThe targets are clear to all participants• How will the targets be tested ?How will the targets be tested ?• Use of the knowledge and abilities of the Use of the knowledge and abilities of the
participantsparticipants • Largest number of methodsLargest number of methods• Allow reasonable time for each participantAllow reasonable time for each participant
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The components of the The components of the ideal courseideal course
(cont.)(cont.)
• Informs continuosly the student of his Informs continuosly the student of his place in the training processplace in the training process
• Allows possibilities to exerciseAllows possibilities to exercise• Feedbacks the studentFeedbacks the student• Continuosly tests in a non threatening wayContinuosly tests in a non threatening way• Includes a control and improvement Includes a control and improvement
processprocess• Compares the student with the targets and Compares the student with the targets and
not between studentsnot between students
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Now let’s continue with our Now let’s continue with our small exercisesmall exercise……
• Gather up again in the same groups as Gather up again in the same groups as before.before.
• We defined the needs and targets of the We defined the needs and targets of the training we wanted to provide.training we wanted to provide.
• Let’s now think about how we’re going to Let’s now think about how we’re going to actually do it.actually do it.
• Please specify:Please specify:– The main parts of the courseThe main parts of the course– The main methods we’ll be using The main methods we’ll be using – The main stake holders in the course developmentThe main stake holders in the course development
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Training costsTraining costs
• Development time – variesDevelopment time – varies
• Place Place
• Aids Aids
• Outside contractorsOutside contractors
• Printing, office equipmentPrinting, office equipment
• Travel Travel
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Training costsTraining costs (cont.)(cont.)
• Training timeTraining time– Instructors Instructors – Students Students
• Training effectiveness Training effectiveness
• Expenses– electricity, computers, Expenses– electricity, computers, telephonestelephones
Training EvaluationTraining Evaluation
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Who benefits from the Who benefits from the evaluationevaluation??
• Training department managersTraining department managers
• Participants’ managersParticipants’ managers
• The participantsThe participants
• The trainersThe trainers
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Challenges to conducting Challenges to conducting the evaluationthe evaluation
• It’s threatening – uncovers mistakesIt’s threatening – uncovers mistakes
• Makes training difficultMakes training difficult
• Difficult to isolate the training Difficult to isolate the training influenceinfluence
Remark : the evaluation’s scope has to be Remark : the evaluation’s scope has to be proportional to the training’s importanceproportional to the training’s importance
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Kirkpatrick’s 4 Kirkpatrick’s 4 stepssteps
Step 1Step 1 – Participants satisfaction (“smile – Participants satisfaction (“smile sheet”)sheet”)
Step 2Step 2 – Training exams – Training examsStep 3Step 3 – Measure of the change in the work – Measure of the change in the work
behaviorbehaviorStep 4Step 4 – Change in the organization’s – Change in the organization’s
performanceperformance
And whats’s missing ?And whats’s missing ?
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ROIROI!!!!
• Return On InvestmentReturn On Investment
• Increase in revenues due to trainingIncrease in revenues due to training
Minus training costsMinus training costs
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