Online Final ExaminationFall 2020

Student I.D:16246 _______________ Date: 05/Jan/2021

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Course Title: Training &Development Course Code:
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Program: MBA-R 2 (A)/MBAW-4 (A) Teacher Name: Rana M. Idrees

Semester:Fall-Evening SMCHS 2020 Marks: 40

Instructions:
 Student MUST submit the Final Assessment at KASBIT Learning
Management System. Any other medium like email etc shall not be
considered
 Read the given case/questions carefully
 All questions are compulsory

1. Training professionals continue to debate whether the ISD (or ADDIE) model is
flawed. Some argue that ISD should be treated as a project management approach
rather than a step-by-step recipe for building training programs. Others suggest that
ISD is too linear and rigid a process—that it is the primary reason training is
expensive, and that it takes too long to develop. ISD focuses on inputs; management
wants outputs. Businesses want results, not the use of a design technology.
a. Do you believe that ISD is a useful process? Why or why not? – 3 Marks
b. Are there certain situations when it is a more (or less) effective way to design
training? – 3 Marks

Answer 1a)
 ISD stands for Instructional system design
 ADDIE stands for Analysis Design Development Implementation and Evaluation

I think ISD and ADDIE are useful for the industry. These are the approaches that will be
adapted to make training and learning more useful and effective in the organization. These
are useful as these approaches make a very important contribution to the training approach
and the student easily grasps / learns with the help of these two approaches. These approaches
are internationally accepted and most industrialists believe that these approaches are useful
and effective for training programs. The lead time for development is longer, but once
developed, it can be used for a longer period of time without heavy administrative overhead.
The results of these training modules are fruitful and stakeholders are satisfied with the
results they provide to the organization.

Answer 1b)
There are certain situations when it is more effective way to design training are as
below
 Long-term development needs and the training program required for it, then ISD /
ADDIE, are the right tool as they can provide the training program that is essential for
long-term development in the organization.

 Developing new employees or onboard employees, in such cases ISD / ADDIE, is a

more appropriate approach than the traditional basic training approach. This creates a
better understanding of new hires.

 For the implementation of major changes in the organization, ISD / ADDIE are
more suitable tools as they can simplify the whole concept in the training package.

2. A group of managers (N = 25) participated in the problem-solving module of a

leadership development program two weeks ago. The module consisted of two days
in which the group focused on the correct process to use in problem solving. Each
manager supervises fifteen to twenty employees. The company is willing to change
the program, and there is an increasing emphasis in the company to show that
training expenses are justifiable. You are asked to evaluate this program. Your boss
would like the results of the evaluation no later than six weeks from now.

a. Discuss the outcomes you would collect and the design you would use. – 5
Marks
b. How might your answer change if the managers had not yet attended the
program? - 5 Marks

Answer 2 a)
The evaluation provides information on the effectiveness of the training. Appropriate results
are determined to measure efficacy. The evaluation requires reflection before taking the
training.

It can also be a comparison of the costs involved in training. In the given case where a group
of managers participated in the solution module of the leadership development program
program, the following results of the trainings carried out can be collected to show how the
costs incurred are justified:

 Learners’ satisfaction can be measured through surveys, interviews, and feedback.

It will say if the participants enjoyed the training or not.

 You need to collect learning outcomes that provide information about what the
participants have learned.

 Outcomes based on behaviour and competencies would inform new interpersonal,

behavioural or motor skills acquired by the participants.

 The affective outcomes can provide information on whether the training has
changed the attitudes of the participants or not.
  The result shows whether the training actually delivered what it was intended for.
To do this, data on customer satisfaction, increased productivity, improved quality,
regular customers, customer satisfaction, etc. can be collected.

The design of the training evaluation helps to determine the credibility that can be applied to
the results. This implies how certain a company can be about whether the training is
responsible for changes in the assessment results or whether the training has failed. In the
given scenario, a combination of evaluation designs can be used. Pre-training and post-
training test results can be used to identify behavior changes, learning changes, etc. Time
series include regular collection of data on training results before and after training. And the
results can be compared to know the changes.

However, there are several factors to consider when choosing a review design. These factors
include the potential for change, the number of learners involved, and the purpose of the
training. Other factors include whether the demonstration of results is part of the culture and
norms of the company, whether the trainers or others have the necessary experience, and
whether there is sufficient time to complete the assessment.

Answer 2b)

If managers have not participated in the program, the evaluator should discuss it with the
relevant agency and advise them that sufficient time is required for the evaluation report to be
accurate and reliable. And you can collect data to evaluate results before training and a
pretest method can be used, which compares the manager's performance before and after the
module and makes comparisons with the control group.

3. What is human capital? How is human capital influencing the changing role of
training from skill and knowledge acquisition to creating and sharing knowledge? – 5
Marks

Answer 3)

HUMAN CAPITAL is the economic value of human skills. It is the collective value of the
intellect of the organization; H. Knowledge and skill. Includes creativity and innovation.
Human capital influences productive capacity and income potential.

An efficient work capacity and your intellect plays a vital role in changing the role of training
from acquiring skills and knowledge to creating and transmitting knowledge. They provide
various opportunities for employees to communicate their innovative ideas to improve the
business. Company employees invest in business work through human capital. Change the
role of training through new ideas for collaboration and knowledge transfer.

Companies must provide adequate space and new technology to encourage their employees to
share knowledge.
 4. What work environment characteristics do you believe have the largest influence on
transfer of training? Justify your answer. – 5 Marks

Answer 4)

The term workplace is used for the environmental conditions in which an employee works.
The workplace can consist of physical and non-physical conditions. Includes office
temperature, equipment, work process, relationship with supervisors, other employees, etc.

The work environment that can inhibit learning and transfer of training includes the following
factors:

 Lack of support from management and peers

 Works factors such as time pressures, use of skills, etc.

Some of the obstacles that apprentices face are restructuring, cutting costs, and downsizing in
many organizations.

These barriers to learning and transfer of training are due to mistakes. The error occurs when
the student is less effective in using their learned skills rather than applying the skills
highlighted during the training program. Behaviour and skills lead to learning difficulties
among employees. Therefore, to ensure learning and transfer of training, a positive transfer
environment must be ensured. The environment for transfer is related to the students'
perception of a variety of characteristics of the work environment that facilitate or hinder the
use of the skills or abilities learned.

5. How might course design differ for baby boomers compared to Gen Xers? – 4 Marks

Answer 5)

Course design:

Designing a new course or changing the existing curriculum requires an analysis of "what
goal is to be achieved". The course is specifically designed to impart the necessary skills or
information to end users. To this end, a trainer can plan course materials, new types of
presentations for students, etc. The planned course design may vary based on age, gender,
and personality differences.

Course design differs based on age and generational differences. When designing the

The Baby Boomer and Gen Xer Points course should be highlighted as follows:

 Baby Boomers: The course must include group activities with all the necessary
materials. The training material should be written in simple and easily accessible
language. The advantage of this generation is that the individuals of this generation
have an interest in learning new skills. The challenge for the trainers is to design the
 course in such a way that the baby boomers can put into practice the knowledge
acquired during the course.

 Generation X (Gen Xers): Generally interested in a self-directed learning

environment. The course must contain technology-based methods. The advantage
of this generation is that the individuals of this generation are highly motivated
learners. The challenge for trainers is to achieve visual stimulation with relatively
few words. Before designing the course for Generation X, the question and answer
session should be done on an individual level as training needs may vary.

6. What can be done to motivate companies to evaluate training programs? – 5 Marks

Answer 6)

Training evaluation is a means of measuring the criteria that companies can use to determine
the benefits of the training program. Evaluating the effectiveness of the training program
benefits both the company and the trainees, which can take the form of new knowledge or
increased sales. During the training evaluation, companies collect the results, which are some
valid metrics necessary to determine the effectiveness of a training program.

Awareness of a training need is a motivating factor that helps companies make remedial
investments in training and development programs. Management must demonstrate how a
formative assessment of the strengths and weaknesses of a training program will help the
company develop its resources with an appropriate investment allocation.

7. What are the implications of the 70-20-10 model for choosing a training method? – 5
Marks

Answer 7)

Learning and development:

It is an organizational strategy that improves the skills and competencies of those who work
in an organization. Learning and development tools guide people to determine their resources
to develop their skills and ensure organizational effectiveness.

The 70-20-10 model as a training and development method has the following effects:

It is a learning and development model that focuses on the resources available for the training
of people in the work environment. Maximize the effectiveness of learning by providing
people with the necessary input. Most organizations use this model as it helps people within
the organization acquire job-related skills and overcome the challenges they face.
It recommends a blended learning mix by dividing the development activities in the form of
percentages as follows:

 70% of skill is learnt through informal job experience, i.e. the individual needs to
undergo practice and experience based learning.
  20% of skill is learnt through coaching, mentoring, and guidance from others
within the work environment.

 10% of skill is learnt through formal job experience, i.e. the individual needs to
undergo vestibule training, and structured courses.

Implications of 70-20-10 model as a training and development method are as follows:

It is a learning and development model that focuses on the resources available for the training
of people in the work environment. Maximize the effectiveness of learning by providing
people with the necessary input. Most organizations use this model as it helps people within
the organization acquire job-related skills and overcome the challenges they face.

It recommends a blended learning mix by dividing the development activities in the form of
percentages as follows:

 70% of skill is learnt through informal job experience, i.e. the individual needs to
undergo practice and experience based learning.

 20% of skill is learnt through coaching, mentoring, and guidance from others
within the work environment.

 10% of skill is learnt through formal job experience, i.e. the individual needs to
undergo vestibule training, and structured courses.

The risk of implicating this model for learning and development is that 10% of the structured
training courses offered are more likely to be considered unimportant. Individuals try to skip
this phase of the learning mix.

The fact is that this 10% of face-to-face training is essential in the mixed learning phases.
Guides people with formal guidelines on how to develop the skills necessary to meet
challenges.