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    Design

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    auguimk
    The document outlines the key phases and factors involved in training design, including: 1) Determining learning objectives and organizational constraints during the design phase. 2) Selecting appropriate instruction methods based on learning theory and identifying strategies to facilitate learning and transfer of skills. 3) Developing evaluation objectives to assess the effectiveness of the training program.

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    Design

    Uploaded by

    auguimk
    18 views21 pages
    The document outlines the key phases and factors involved in training design, including: 1) Determining learning objectives and organizational constraints during the design phase. 2) Selecting appropriate instruction methods based on learning theory and identifying strategies to facilitate learning and transfer of skills. 3) Developing evaluation objectives to assess the effectiveness of the training program.

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    The document outlines the key phases and factors involved in training design, including: 1) Determining learning objectives and organizational constraints during the design phase. 2) Selecting appropriate instruction methods based on learning theory and identifying strategies to facilitate learning and transfer of skills. 3) Developing evaluation objectives to assess the effectiveness of the training program.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    18 views21 pages

    Design

    Uploaded by

    auguimk
    The document outlines the key phases and factors involved in training design, including: 1) Determining learning objectives and organizational constraints during the design phase. 2) Selecting appropriate instruction methods based on learning theory and identifying strategies to facilitate learning and transfer of skills. 3) Developing evaluation objectives to assess the effectiveness of the training program.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 21

    Training Design

    Input Design Phase Output

    Learning theory
    Determine factors
    that facilitate
    learning and
    transfer
    Training
    needs Develop
    Select methods of
    training
    instruction &
    objectives
    identify design
    Input for strategy
    reaction
    objectives

    Evaluation
    objectives
    Organisational constraints
    After completing TNA , if training needs are
    identified, decisions regarding ………..
    - What method of training to use
    - How much time to allot for the training
    - How many trainees to train at the same
    time
    - Whether training be on the working time
    - Whether training be voluntary or
    mandatory
    - On or off-site location for training
    …………………………………are to be taken
    Organisational constraints
    • Legal requirements – simulation
    • Budgets
    • Trainee population – variability in KSAs
    Costs in training programmes
    • Development costs – all costs related to
    the development of the program, including
    TNA and evaluation
    • Direct costs – directly attributable to the
    delivery of the training programme. If
    training is cancelled the day before it was
    to begin , the cost would not be incurred –
    travel, materials (that could not be used in
    future), facilities, food and beverage,
    equipment rental, and trainer
    compensation
    • Indirect costs – any nondevelopment item
    that would be incurred even if training is
    cancelled the day before it was to start –
    trainer compensation for preparation,
    materials purchase/ duplication ( if not
    usable in future), marketing expenses,
    administration and clerical support
    (compensation rate for time spent on
    project), and any materials already sent to
    trainees
    • Overhead costs – reflect the programme’s
    share of the general operating costs of the
    T & D department / business (depending
    on the size and nature of the organisation)
    • Participant compensation – participants’
    salaries and benefits included as cost of
    training . Another way – cost of replacing
    these employees while they are in training
    • Evaluation costs – development of the
    assessment tools, time spent
    administering them, analysing and
    preparing reports
    Training costs for leadership training
    • Development costs
    1. 20 days of director’s time Rs.1000/day Rs. 20000
    2. 5 days of trainer’s time Rs.300/day Rs. 1500
    3. Materials Rs. 1000
    • Direct costs
    1. 5 days of trainer's time Rs.500/day Rs. 2500
    2. Training facility rental for 3 days @Rs. 1000/day Rs. 3000
    3. Materials and equipment Rs. 10000
    4. Coffee and snacks Rs. 3000
    • Indirect costs
    1. 1 day of trainer preparation Rs. 300
    2. 3 days of administrative preparation Rs. 300/day Rs. 900
    • Participant compensation
    1. 20 managers attending 5 day workshop Rs. 100000
    • Evaluation costs
    1. 6 days of evaluator’s time Rs. 500/day Rs. 3000
    2. Materials Rs. 500

    • Total Training costs Rs. 145700


    Developing objectives
    • Trainee reaction objectives –objectives set for
    how trainees should feel about their training and
    learning environment
    • Learning objective – describe the KSAs the
    trainees are expected to acquire and the ways
    that learning will be demonstrated
    • Transfer of training objectives – describe the
    changes in job behaviour that are expected to
    occur as a result of transferring KSAs
    • Organisational outcome objectives – outcomes
    the organisation can expect from changes in the
    trainees’ job behaviour due to learning
    Identifying objectives
    TNA - Organisation analysis
    Job analysis Performance deficiencies

    Person analysis

    Then determine –
    - which performance deficiencies – through
    training?
    - Which KSAs to reduce performance
    deficiencies?
    A good objective has 3 components –
    • Desired outcome – behaviour – the
    behaviour to indicate the trainee learned
    the KSA
    • Conditions – under which the behaviour
    must occur
    • Standards – criteria for success – 3
    potential standards are – accuracy, quality
    and speed
    Attitudes – sometimes focus of training
    Training – new knowledge
    Facilitating learning
    • For the trainee –
    - Individual differences in KSAs
    - Motivation of trainee
    - expectation
    - environment
    - specific goals
    - goal orientation
    learning goal orientation
    performance goal orientation
    • Training design to facilitate learning
    understand how individuals learn- learning
    theory
    Social learning theory
    - Attention – eliminating distractions
    - attracting attention
    - Retention – activation of memory
    - symbolic coding
    - cognitive organisation
    - symbolic rehearsal
    - Behavioural reproduction
    - Strategic knowledge
    Facilitating transfer
    • Through training
    transfer outcomes can be-
    - Positive transfer
    - Zero transfer
    - Negative transfer
    Factors that influence TOT-
    - Conditions of practice –
    massed Vs spaced practice
    whole Vs part learning
    overlearning
    - Identifiable elements
    - Stimulus variability
    - Knowledge of results
    - Relapse prevention and goal setting
    • Facilitating transfer through organisational
    involvement –
    - Superior support
    - Peer support
    - Trainer support
    - Reward system
    - Organisational climate and culture
    Design theories
    Prescribe methods of presenting learning
    materials
    Elaboration theory –
    - Sequencing
    - Simplifying Conditions Method (SCM)
    - Epitomising
    - Elaborating

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