HRM402 Development of Training

HRM402 Development of Training

Type of document           Case Study

4 Pages Double Spaced

Subject area       Management

Academic Level Undergraduate

Style      APA

References         1

Order description:

Module 3 – Case

TRAINING METHODS; IMPLEMENTATION OF TRAINING

Assignment Overview

Overview of the Case Project that spans four modules:

NOTE: In this assignment, you will prepare a 3-pages training program only on the Development of Training following the ADDIE model.

Case Assignment

DO NOT CHANGE TOPICS. Go through, step by step, the Implementation phase of the ADDIE model, covering everything in detail as it pertains to your training topic. Be as specific as possible. If there is unknown information, make logical assumptions for the information needed and include a section in your paper showing the assumptions you made. Bring in at least one source found outside of your course materials to help build your paper (be sure to cite sources).

Phase: Implementation

  1. Train the trainers (you are the instructional designer; someone in the field will be the trainer). Briefly discuss the objectives, activities, media and assessments needed. Discuss these aspects as your

 


Module 3 – Case

TRAINING METHODS; IMPLEMENTATION OF TRAINING

Assignment Overview

Overview of the Case Project that spans four modules:

NOTE: In this assignment you will prepare a  3-pages   training program on Development of Training following the ADDIE model.

Case Assignment

DO NOT CHANGE TOPICS. Go through, step by step, the Implementation phase of the ADDIE model, covering everything in detail as it pertains to your training topic. Be as specific as possible. If there is unknown information, make logical assumptions for the information needed and include a section in your paper showing the assumptions you made. Bring in at least one source found outside of your course materials to help build your paper (be sure to cite sources).

Phase: Implementation

  1. Train the trainers (you are the instructional designer; someone in the field will be the trainer). Briefly discuss the objectives, activities, media and assessments needed. Discuss these aspects as your Section

 


Module 3 – Background

TRAINING METHODS; IMPLEMENTATION OF TRAINING

Training Methods and Techniques

There are a number of different types of training we can use to engage an employee. These types may be useful in all steps in a training process (orientation, in-house, mentorship, and external training). The training utilized depends on the amount of resources available for training, the type of company, and the priority the company places on training. Companies such as The Cheesecake Factory, a family restaurant, make training a high priority. This includes everyone from the dishwasher and managers to the servers. Employees participate in up to a ten-week training program. For The Cheesecake Factory, this expenditure has paid off. They measure the effectiveness of its training by looking at turnover, which is 15 percent below the industry average. Servers make up 40 percent of the workforce and spend two weeks training to obtain certification. Thirty days later, they receive follow-up classes, and when the menu changes, they receive additional training.

As you will see from the types of training below, no one type would be enough for the jobs we do. Most training specialists, as well as managers and supervisors use various types of training to develop a holistic employee.

  1. Technical Training

Depending on the type of job, technical training will be required. In a retail environment, technical training might include teaching someone how to use the computer system to ring up customers. In a sales position, it might include showing someone how to use the customer relationship management (CRM) system to find new prospects. In a consulting business, technical training might be used so the consultant knows how to use the system to input the number of hours that should be charged to a client. In a restaurant, the server needs to be trained on how to use the system to process orders. Let’s assume your company has decided to switch to the newest version of Microsoft Office. This might require technical training of the entire company to ensure everyone uses the technology effectively. Technical training is often performed in-house, but it can also be administered externally.

  1. Quality Training

In a production-focused business, quality training is extremely important. Quality training refers to familiarizing employees with the means of preventing, detecting, and eliminating non-quality items, usually in an organization that produces a product. In a world where quality can set your business apart from competitors, this type of training provides employees with the knowledge to recognize products that are not up to quality standards and teaches them what to do in this scenario. Numerous organizations, such as the International Organization for Standardization (ISO), measure quality based on a number of metrics. This organization provides the stamp of quality approval for companies producing tangible products. ISO has developed quality standards for almost every field imaginable, not only considering product quality but also certifying companies in environmental management quality. ISO9000 is the set of standards for quality management, while ISO14000 is the set of standards for environmental management. ISO has developed 18,000 standards over the last 60 years. With the increase in globalization, these international quality standards are more important than ever for business development.

QAI, for example, is a leading source of publicly scheduled training for compliance with quality and environmental standards. They offer over one thousand technical training classes per year scheduled publicly; enabling over 10,000 professionals to gain valuable technical skills training and hands-on practical experience.

Training employees on quality standards, including ISO standards, can give employers a competitive advantage. It can result in cost savings in production as well as provide an edge in marketing of the quality-controlled products.

  1. Skills Training

Skills training, the third type of training, includes proficiencies needed to actually perform the job. For example, an administrative assistant might be trained in how to professionally respond to visitors, while a salesperson at Best Buy might be trained in assessment of customer needs and on how to offer the customer information to make a buying decision. Think of skills training as the things you actually need to know to perform your job. A cashier needs to know not only the technology but also what to do if something is incorrectly priced. Most of the time, skills training is given in-house and can include the use of a mentor.

Many of the fast food employers have training videos for their new employees. Here is a classic — Wendy’s Training video on grilling burgers:

Perdue, M. [Matthrew Perdue]. (2013, January 28). Wendy’s grill skills [Video file]. Retrieved from https://www.youtube.com/watch?v=MbVDQKcxg00.

  1. Soft Skills Training

Our fourth type of training is called soft skills training. Soft skills refer to personality traits, social graces, communication, and personal habits that are used to characterize relationships with other people. Soft skills might include how to answer the phone or how to be friendly and welcoming to customers. It could include sexual harassment training and ethics training. In some jobs, necessary soft skills might include how to motivate others, maintain small talk, and establish rapport.

In a retail or restaurant environment, soft skills are used in every interaction with customers and are a key component of the customer experience.

This is a short video Starbucks uses to train new employees on customer service:

Colonna, D. [dave colona]. (2006, December 29). Starbucks [Video file]. Retrieved from http://www.youtube.com/watch?v=OAmftgYEWqU.

According to CIO, executives say there is an increasing need for people who have not only the skills and technical skills to do a job but also the necessary soft skills, such as strong listening and communication abilities. Many problems in organizations are due to a lack of soft skills, or interpersonal skills, not by problems with the business itself. As a result, HR and managers should work together to strengthen these employee skills. Soft skills training can be administered either in-house or externally.

  1. Professional Training and Legal Training

In some jobs, professional training must be done on an ongoing basis. Professional training is a type of training required to be up to date in one’s own professional field. For example, tax laws change often, and as a result, an accountant for H&R Block must receive yearly professional training on new tax codes. Lawyers need professional training as laws change. A personal fitness trainer will undergo yearly certifications to stay up to date in new fitness and nutrition information.

Some organizations have paid a high cost for not properly training their employees on the laws relating to their industry. In 2011, Massachusetts General Hospital paid over $1 million in fines related to privacy policies that were not followed. As a result, the organization has agreed to develop training for workers on medical privacy. The fines could have been prevented if the organization had provided the proper training to begin with. Other types of legal training might include sexual harassment law training and discrimination law training.

Professional training is normally given externally and is usually required for specific professions in which updates occur often, as in the accounting industry.

  1. Team Training

Do you know the exercise in which a person is asked to close his or her eyes and fall back, and then supposedly the team members will catch that person? As a team-building exercise (and a scary one at that), this is an example of team training. The goal of team training is to develop cohesiveness among team members, allowing them to get to know each other and facilitate relationship building. We can define team training as a process that empowers teams to improve decision making, problem solving, and team-development skills to achieve business results. Often this type of training can occur after an organization has been restructured and new people are working together or perhaps after a merger or acquisition. Some reasons for team training include the following:

  • Improving communication
  • Making the workplace more enjoyable
  • Motivating a team
  • Getting to know each other
  • Getting everyone “onto the same page,” including goal setting
  • Teaching the team self-regulation strategies
  • Helping participants to learn more about themselves (strengths and weaknesses)
  • Identifying and utilizing the strengths of team members
  • Improving team productivity
  • Practicing effective collaboration with team members

Team training can be administered either in-house or externally. Ironically, through the use of technology, team training no longer requires people to even be in the same room.

  1. Managerial Training

After someone has spent time with an organization, they might be identified as a candidate for promotion. When this occurs, managerial training would occur. Topics might include those from our soft skills section, such as how to motivate and delegate, while others may be technical in nature. For example, if management uses a particular computer system for scheduling, the manager candidate might be technically trained. Some managerial training might be performed in-house while other training, such as leadership skills, might be performed externally.

  1. Safety Training

Safety training is a type of training that occurs to ensure employees are protected from injuries caused by work-related accidents. Safety training is especially important for organizations that use chemicals or other types of hazardous materials in their production. Safety training can also include evacuation plans, fire drills, and workplace violence procedures. Safety training can also include the following:

  • Eye safety
  • First aid
  • Food service safety
  • Hearing protection
  • Asbestos
  • Construction safety
  • Hazmat safety

The Occupational Safety and Health Administration, or OSHA, is the main federal agency charged with enforcement of safety and health regulation in the United States. OSHA provides external training to companies on OSHA standards. Sometimes in-house training will also cover safety training.

Training Delivery Methods

Depending on the type of training occurring, you may choose one delivery method over another. This section discusses the types of delivery methods we can use to execute the types of training. Keep in mind, however, that most good training programs will use a variety of delivery methods.

On-the-Job Coaching Training Delivery

On-the-job coaching is one way to facilitate employee skills training. On-the-job coaching refers to an approved person training an employee on the skills necessary to complete tasks. A manager or someone with experience shows the employee how to perform the actual job. The selection of an on-the-job coach can be done in a variety of ways, but usually the coach is selected based on personality, skills, and knowledge. This type of skills training is normally facilitated in-house. The disadvantage of this training revolves around the person delivering the training. If he or she is not a good communicator, the training may not work. Likewise, if this person has “other things to do,” he or she may not spend as much time required to train the person and provide guidance. In this situation, training can frustrate the new employee and may result in turnover.

On-the-job coaching is similar to mentoring. Think of on-the-job coaching as more skills-based training, while mentoring is usually a training delivery method that is more long term and goes beyond just showing the employee skills to do the job.

Mentoring and Coaching Training Delivery

Mentoring is also a type of training delivery. A mentor is a trusted, experienced advisor who has direct investment in the development of an employee. Mentoring is a process by which an employee can be trained and developed by an experienced person. Normally, mentoring is used as a continuing method to train and develop an employee. One disadvantage of this type of training is possible communication style and personality conflict. It can also create overdependence in the mentee or micromanagement by the mentor. This is more different than on-the-job coaching, which tends to be short term and focuses on the skills needed to perform a particular job.

Brown Bag Lunch Training Delivery

Brown bag lunches are a training delivery method meant to create an informal atmosphere. As the name suggests, brown bag lunch training is one in which the training occurs during lunchtime, employees bring their food, and someone presents training information to them. The trainer could be HR or management or even another employee showing a new technical skill. Brown bag lunches can also be an effective way to perform team training, as it brings people together in a more relaxed atmosphere. Some companies offer brown bag lunch training for personal development as well. For example, HR might want to bring in a specialist on 401(k) plans, or perhaps an employee provides a slide presentation on a trip he or she has taken, discussing the things learned on the trip. One disadvantage to this type of training can be low attendance and garnering enough interest from employees who may not want to “work” during lunch breaks. There can also be inconsistency in messages if training is delivered and not everyone is present to hear the message.

Web-Based Training Delivery

Training has become highly interactive, technical, and interesting owing to the amount of multimedia we can use. Training videos, including breakout sessions, can save companies money by not requiring travel to a session. These can even be accessed using application technology on cell phones. Employees can obtain the training they need in the comfort of their own city, office, or home. Someone is sick the day the training is delivered? No problem; they can review the recorded training sessions.

Web-based training delivery could be called e-learning or Internet-based, computer-based, or technology-based learning. No matter what it is called, any web-based training involves the use of technology to facilitate training. There are two types of web-based learning. First, synchronouslearning uses instructor-led facilitation. Asynchronous learning is self-directed, and there is no instructor facilitating the course. There are several advantages to web-based training. First, it is available on demand, does not require travel, and can be cost efficient. However, disadvantages might include an impersonal aspect to the training and limited bandwidth or technology capabilities.

See the attached article for ideas on Creative Facilitation Techniques for Training.

Web-based training delivery lends itself well to certain training topics. For example, this might be an appropriate delivery method for safety training, technical training, quality training, and professional training. However, for some training, such as soft-skills training, job skills training, managerial training, and team training, another more personalized method may be better for delivery. However, there are many different platforms that lend themselves to an interactive approach to training, such as Sun Microsystems’ Social Learning eXchange (SLX) training system, which has real-time video and recording capabilities. Hundreds of platforms are available to facilitate Web-based training. The following are examples:

In any of the platforms available, media such as video and podcasts can be included within the training.

Considerations for selecting a Web-based platform include the following:

  • Is there a one-time fee or a per-user fee?
  • Do the majority of your employees use a Mac, a PC, or a mobile device, and how does the platform work with the systems?
  • Is there enough bandwidth in your organization to support this type of platform?
  • Is the platform flexible enough to meet your training needs?
  • Does the software allow for collaboration and multimedia?
  • Is there training for the trainer in adoption of this system? Is technical support offered?

Job Shadowing Training Delivery

Job shadowing is a training delivery method that places an employee who already has the skills with another employee who wants to develop those skills. Apprenticeships use job shadowing as one type of training method. For example, an apprentice electrician would shadow and watch the journeyman electrician perform the skills and tasks and learn by watching. Eventually, the apprentice would be able to learn the skills to do the job alone. The downside to this type of training is the possibility that the person job shadowing may learn “bad habits” or shortcuts to performing tasks that may not be beneficial to the organization.

Job Swapping Training Delivery

Job swapping is a method for training in which two employees agree to change jobs for a period of time. Of course, with this training delivery method, other training would be necessary to ensure the employee learns the skills needed to perform the skills of the new job. Job swap options can be motivational to employees by providing a change of scenery. It can be great for the organization as well to cross-train employees in different types of jobs. However, the time spent learning can result in unproductive time and lost revenue.

 

Vestibule training is also known as “near site” training and can work great for many types of training needs, such as team training and technical training.

© Thinkstock

Vestibule Training Delivery

In vestibule training, training is performed near the worksite in conference rooms, lecture rooms, and classrooms. This might be an appropriate method to deliver orientations and some skills-based training. For example, to become a journeyman electrician, an apprentice performs job shadowing, on-the-job training, and vestibule training to learn the law and codes related to electricity installation. During the busy holiday season, Macy’s uses vestibule training to teach new hires how to use the cash register system and provides skills training on how to provide great customer service.

Many organizations use vestibule training for technical training, safety training, professional training, and quality training. It can also be appropriate for managerial training, soft skills training, and team training. As you can tell, this delivery method, like web-based training delivery, is quite versatile. For some jobs or training topics, this may take too much time away from performing the actual “job,” which can result in lost productivity.

Delivery Style

Taking into consideration the delivery method, what is the best style to deliver this training? It’s also important to keep in mind that most people don’t learn through “death by PowerPoint”; they learn in a variety of ways, such as auditory, kinesthetic, or visual. Considering this, what kinds of ice breakers, breakout discussions, and activities can you incorporate to make the training as interactive as possible? Role plays and other games can make the training fun for employees. Many trainers implement online videos, podcasts, and other interactive media in their training sessions. This ensures different learning styles are met and also makes the training more interesting. See the attached article for ideas on Creative Facilitation Techniques for Training.

Phase 4 of the ADDIE Model: Implementation

Click on the video below to learn about the Implementation phase of the ADDIE model.

Gardner, J. [jclarkgardner]. (2011, October 8). The ADDIE implementation phase [Video file]. Retrieved from https://www.youtube.com/watch?v=q8yky6-P1Uw. Standard YouTube license.

View this video for a summary of this module: Training and Development Summary.

Module 3 Wrap-Up

In Module 3 we looked at many examples of training methods available to trainers. We learned that the Implementation phase of the ADDIE model focuses on training the trainer, preparing the learners and arranging the learning space—all important considerations in proper training course planning.

Now that you have completed the Background portion of Module 3, be sure that you also complete all the graded assignments in Module 3; don’t miss completing and submitting your Case 3, preparing for and successfully passing the SLP Quiz, and contributing to the discussion forum each week with the rest of your peers.

You are about to start the last Module in this HRM402 course! Have you completed all the assignments in Modules 1-3? Need a boost to finish Module 4? Want to see the impact a training video could have? Watch the following video for unending encouragement as you develop your own strategy for giving your all.

Mateusz, M. (2013, July 2). Dream—Motivational video [Video file]. Retrieved from https://www.youtube.com/watch?v=g-jwWYX7Jlo. Standard YouTube license.

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Sources used to develop this section:

Advantages and disadvantages. (2017). Web Based Training Information Center. Retrieved from http://www.webbasedtraining.com/primer_advdis.aspx.

Chapter 8: Training and development. In Beginning of Human Resources (v.1.0). Retrieved from https://www.saylor.org/site/textbooks/Human%20Resource%20Management.pdf CC BY license.

Donnelly, J. (2011). Mass. General to pay $1M to settle privacy claims. Boston Business Journal. Retrieved from http://www.bizjournals.com/boston/news/2011/02/24/mass-general-to-pay-1m-to-settle.html.

Great Places to Work. Retrieved from http://reviews.greatplacetowork.com/the-cheesecake-factory-incorporated

ISO International Organization for Standardization (2017). A vision of standards used everywhere. Retrieved from https://www.iso.org/what-we-do.html

Macy’s website. (2017). Retrieved from http://www.macysjobs.com/about/.

QAI website (2017). Retrieved from http://www.trainingforquality.com/Content.aspx?id=26.

Silkey, J. (2010). Tax preparer certifications. Retrieved from Suite101.com.

The Cheesecake Factory. Retrieved from http://jobs.thecheesecakefactory.com/

White, S. (2016). Why soft skills outweigh hard skills for IT-business collaboration. Retrieved from http://www.cio.com/article/3150007/it-skills-training/why-soft-skills-outweigh-hard-skills-for-it-business-collaboration.html.