Training

1
Training Development

• Lecture 8 (Week 9)

2
Learning Outcomes

• To recognise the benefits of training to your
  chosen industry/organisation
• To evaluate the options for assessing training
  needs.
• To evaluate a range of training methods.
• To suggest viable strategies for the evaluation
  of training.

3
Definition

• ..the use of formal processes to impact
  knowledge and help people to acquire the skills
  necessary for them to perform their jobs
  satisfactorily
• Armstrong
  (2006 575)

4
Benefits of Training To the economy

• Helps to ensure a skilled workforce,
• Helps to limit skills shortages a continuing
  proportion of the workforce requires
  employability skills (13 of employers reported a
  gap skills available Vs meeting their business
  objectives) www.detni.gov.uk
• The UK Government has introduced many schemes to
  provide training opportunities for employees e.g.
  National Vocational Qualifications.

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Benefits of Training To the industry

• Raise profile of the industry
• Creates a flexible workforce
• Attract skilled employees

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Benefits of Training To the Company

• Meet customer needs e.g. product knowledge,
  foreign language skills
• Ensure safety of customers and employees-limit
  legal liabilities
• Motivate staff
• Reduce staff costs
• Increase quality of services/ standards/
  current performance

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Who Provides Training?

• The potential benefits of training have been
  recognised by a range of stakeholders
• It is not surprising, therefore, to note that in
  addition to employers there are many training
  providers in the UK. The list includes training
  and enterprise councils and trade unions.
• For international students it is assumed that the
  situation will be similar in your country.
• HUMAN RESOURCE DEPARTMENT
• DEPARTMENT MANAGERS

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The Training Cycle or Training Process

• 1. The Organisations
• goals
• 2. Analysing the
• Training Needs
• 
  3. Select the
• 
  training methods
• 
  4.
  Implement the
• 
  
  training
• 
  
  5. Evaluation
• 
  
  of training

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1. The organisations goals

• Typical goals or aims may include
• To develop new markets.
• To increase the number of repeat visits or repeat
  customers
• To increase average spend of customers
• To improve quality control

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2 Analysis of Training Needs

• The need for training commences with induction.
• Induction training usually focuses on topics that
  help the
• employee adjust to their new place of employment.
  
• History of company.
• Aims and mission statement.
• Terms of Employment
• Payment and benefit systems
• Rules and regulations of the organisation
• Discipline and grievance
• Job description

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Analysis of Training Needs

• Identify Training Gaps - what is and what
  should be.
• Clues to identify training needs - unhappy
  guests, low productivity, low sales, high
  accident rate.
• At organisational level skills staff will need
  for promotions and transfers
• Skills can be analysed by Department can be
  identified by studying the JOB or the INDIVIDUAL
• Legislation
• Give examples of training that might be required
  in order to respond to employment legislation?

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2.2 Assessing training needs from the job

• Can use
• a) Job Description
• Used to assess training needs required
• b) Job Analysis
• Involves breaking down the tasks skills
• Necessary can be identified
• c) Interview with jobholder
• To ascertain the duties and responsibilities of
  the jobholder

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2.3 Assessing training needs from the individual

• Performance Appraisal or performance review is
  one method of assessing the individuals training
  needs. For example, it may be the case that
  there is a task that the employee cannot complete
  to the required standard.
• Or the employee may wish to undertake training to
  enhance their career prospects.

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Assessing training needs Further Reading

• www.trainingneedsanalysis.co.uk, as cited by
  Bratton and
• Gold (2003)-this site provides information about
  analysing
• training needs and how to select the different
  methods.
• Bratton and Gold also recommend
  ww.trainingzone.co.uk
• be warned you have to join the site in order to
  access the
• information.

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3 Training Methods
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3.1 On the Job Training Methods

• On the job training methods refer to learning
  while
• carrying out the duties of ones job. Many
  organisations
• Provide employees with the opportunity to take
  NVQ
• Qualifications in relation to their work.
  Similarly, many
• large organisations have devised management
  trainee
• programmes that allow college graduates to learn
  a range
• of skills while working in a variety of
  departments.
• http//www.britishairways.com/travel/companyinfo/
• www.tescos.co.uk
• www.whitbread.co.uk

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On the Job Training Methods-Learning by doing

• Known as Sitting by Nellie.
• Nellie must be an experienced worker. One has
  to
• Consider the personality of the experienced
  worker and
• the skills that they possess. Employees who are
• expected to train new staff should be provided
  with some
• training on the role of trainer.
• Further Reading Bailey, D.Sitting next to
  Nellie the application of SWOT analysis to
  training methods Training Management
  Development Methods. Bradford 1999. Vol. 13
  Iss. 3 pg. 217, 8 pgs Available via Athens

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On the Job Training Methods - Mentoring

• Usually senior employees who support and advise
  less experienced and
• often younger colleagues through their personal
  and career development.
• Walton (1999193)
• Advises and protects the employee.
• May draw up an agreement - duration of the
  relationship and the specific
• role of the mentor.
• Walton (1999) states that the mentor must assume
  several roles including
• Coach-serve as a role model.
• Adviser e.g. on training opportunities
• Further Reading www.mentoringcentre.org, as cited
  by Bratton and Gold
• (2003)

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On the Job Training Methods - Coaching

• a process in which a manager, through direct
  discussion and
• guided activity, helps a colleague to solve a
  problem or to do a
• task better than would otherwise be the case
• Megginson (2000)
• A mentor is usually concerned with the employees
  
• development over a long period of their career,
  the coach in
• comparison is usually concerned with improving a
  specific
• aspect of job performance. Walton (1999)
  considers listening,
• observation and giving feedback as some of the
  main
• coaching skills.

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On the Job Training Methods

• Can you think of any other on the job training
  methods that may be employed in an organisation
  of your choice?

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3.2 Off the job training Methods

• Off the job training takes place away from the
• working situation Boella (1992151).
• Off the job training may take place internally or
  externally.
• Talks and lectures
• Case Studies and Business games good for
  management skills.
• Role playing e.g. customer complaints, selling.
• Films and other TV programmes

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Off the job training methodsE-Learning/Web Based
Learning

• More recently organisations are making increased
  use of e-
• learning methods, which typically include
  intranet, and internet
• based training can be more cost effective with
  less travel costs
• Learning that is delivered, enabled or meditated
  by electronic
• technology for the explicit purpose of training
  in organizations.
• It does not include stand-alone technology based
  training such as
• the use of CD-ROMs in isolation.
• Sloman Reynolds, 20023, cited by Bratton
  Gold (2003348)
• BA has developed a resource centre to provide
  on-line training to staff in areas such as safety
  and Amadeus, the companys check-in software.
• Further information www.elearningcentre.co.uk

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E- Learning Further Reading

• Eglin (2003) outlines the use of E-learning to
  train staff at BQ, a
• large DIY store. Although the initial investment
  was significant, it
• allows the company to train full time and part
  time staff in 320
• stores.
• The e-learning modules offered by BQ include
  health and safety,
• IT, shoplifting.
• In addition to cheaper training costs, Eglin
  reports that the
• company has noted an improvement in customer and
  staff
• satisfaction.
• Full details in the reference list, students
  should be able to access
• the article on line at www.thetimes.co.uk

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Benefit of internal training

• Cheaper
• Training plan will be custom made for the
  organisations needs.
• Less travel time etc.

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Benefits of External Training

• Benefits of external training
• May suit smaller organisations
• Is suitable for specialised training needs
• Allows participants to meet people from other
  companies and can share ideas.

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Discussion

• Vacancy for Post of Manager of Ulster American
• Folk Park
• Omagh Country Council wishes to appoint a manager
  of the regions
• historic Folk Park, one of the countrys premier
  visitor attractions. The
• Manager will have overall responsibility for the
  profitable operation of
• Park, including shop and café. Specific duties
  will include the
• recruitment and training staff, marketing,
  financial control and ensuring
• visitor satisfaction.
• Discuss the training methods the successful
  applicant might use
• in such an establishment, for the benefit of your
  colleagues, state
• clearly any assumptions you choose to make.

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4 Implement the training programme

• This stage will vary with the method of training
  used.
• All training sessions should be documented,
  employees should sign attendance forms. (Proof
  that training was provided may be useful if
  disciplinary action is being considered.)

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5 Evaluation of Training

• Reasons for the evaluation of training
• To verify that the aims and content of the
  training are consistent with companys needs.
• Establish effectiveness, usually by measuring
  employee performance.
• Identify further training needs.

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Methods of Evaluation

• 1. Questionnaires.
• 2. Test/exam e.g. proficiency tests
• 3. Project
• 4. Interview trainee
• Useful in highlighting specific problems. We can
  also consider did
• the employee like the programme, have the
  employees attitudes
• changed.
• 5. Observation
• Performance on the job before and after training.
• 6. Appraisal
• 7. Comment cards, Mystery shoppers

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Why training fails?

• Lack of motivation
• Inaccurate analysis of training needs
• Insufficient funding of training programmes
• Barriers to training
• Finding staff to cover for the staff being
  trained
• Staff attitudes towards training

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Management Development

• The term management development refers to the
  training
• provided to managers, the general principles of
  training apply
• to management development, training methods may
  differ,
• possible management development opportunities
  include
• Taking on the managers duties in his absence
• Taking the minutes at a managerial meeting
• (Please note that many HR textbooks will provide
  a separate
• chapter on management development).

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Conclusions

• Training can occur as result of education,
  instruction, development and planned experience
• Following the Training Cycle is a good starting
  point
• Internal and External methods of training can be
  used however skills learnt off the job must be
  readily transferable to the practical work
  situation

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Case Study South West Trains

• London Waterloo is the hub for SWT
• Intern. for Euorstar services to Paris, Brussels
  via Channel Tunnel
• Introduced an in-house role-play course
• Benefits include reduced customer complaints,
  sickness absence levels fallen among staff

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SWT - Description

• An old building at Basingstoke station was
  converted into a mock station, complete with
  ticket office, railway platform and seating booth
• Each course had an actor playing an employee and
  delegate portraying a type of customer (nervous
  traveller)
• Periodically the trainer stops the action to
  discuss the actors responses, picking up body
  language, tone of voice and facial expression.
• Delegates became amateur psychologists
  identifying personality types among the trainees
  they learnt from eachothers personalities and
  natures.
• Different scenarios were used
• How to prevent a distraught dog-owner from
  climbing on to the track to rescue the pet, how
  to cope when a passenger produces a weapon.

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References

• Armstrong, M (2006). A Handbook of Human Resource
  Management Practice, 10th Edition, Kogan Page,
  Chapter
• 38
• Bailey, D Sitting next to Nellie the
  application of SWOT analysis to training methods
  Training Management
• Development Methods Bradford 1999 Vol. 13 Iss.
  3 pg 217,8pgs
• Boella, M.J. (1992) Human Resource Management in
  the Hospitality Industry, 6th Edition, Stanley
  Thornes
• Bratton,J. Gold, J. (2003), Human Resource
  Management, Theory and Practice, 3rd EDITION,
  Palgrave Macmillan
• Elgin, R. (2003), E-LearningBQ staff do it
  themselves, The Sunday Times, Appointments
  Section, 9 February 2003,
• p6
• Megginson, D. (2000) Current Issues in Mentoring,
  career Development International, Vol. 5, No.4/5.
• Reid and Barrington (1997), Training
  Interventions Managing Employee Development, 5th
  Edition, Institute ofPersonnel
• and Development

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• Electronic References
• www.hft.org.ut Hospitality Training
  Foundation
• www.dti.gov.uk/er Department of Trade and
  Industry-Employment Relations
• Directorate
• www.dti.gov
• www.elearningcentre.co.uk
• www.mentoringcentre.org
• www.trainingneedsanalysis.co.uk
• www.trainingzone.co.uk

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Sample Questions

• Provide a strong definition/purpose of Training
• Outline the elements of the Training Cycle
• Analyse the benefits of Internal Vs External
  training for a company of your choice