COMMERCE 2BC3 Study Guide - Final Guide: Group Dynamics, Adventure Learning, Organisation Climate
25 Jun 2018
School
Department
Course
Professor
Relationship between Training, Development, and Careers
To offer a competitive advantage, training should help create and share knowledge, intellectual capital, self-motivated
creativity, understanding of customer/manufacturing system
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Formal training is offered by the company, informal learning is learner initiated, involves action and doing, is motivated by an
intent to develop and does not occur in formal learning setting
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Explicit knowledge - well documented, easy to transfer; tacit knowledge is based on personal experience, difficult to codify
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Training - planned effort to facilitate learning of job-related knowledge, skills, and behaviour by employees - current job
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Development - acquisition of knowledge, skills and behaviours that improve an employee's ability to meet changes in the job
requirements and in customer-client demands; future oriented, prepares employees for other positions in a company, increases
ability to change jobs
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The most important TM challenge is developing existing talent and attracting and retaining leadership talent
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Global Innovative Index - Canada is 15th
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Knowledge Management –enhance company performance by using tools, processes, systems and cultures to improve the creation,
sharing and use of knowledge
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Issues in the Workplace
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22% of new employee turnover occurs in the first 45 days of employment
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4% never return after the first day on the job
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Employees decide to stay or leave during the first 6 months
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Cost of losing an employee: 1 ½ to 2 times their annual
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Employees who experience On-boarding are 91% ,more likely to stick around for 1 year and 69% more likely to be with organization
after 3 years
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Facilitates workplace stress reduction, strengthening work culture, greater job satisfaction and performance
High-Leverage Training
Training practice that links training to strategic business goals, has top management support, relies on instructional design model,
and is benchmarked to programs in other organizations
Uses instructional design process to ensure that training is effective, and compares of benchmarks company training programs
against other companies
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Creates working conditions conducive to learning
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Continuous learning - learning system that requires employees to understand the entire work process and expects them to acquire
new skills, apply them on the job and share what they have learned with other employees
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The Strategic Training and Development Process (Fig. 1)
Designing Effective Training Activities
Training activities should be created under a well-known system of instructional design, or design process
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Training Design Process - systematic approach for developing training programs
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Organizational analysis - process for determining the business appropriateness of training
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Personal analysis - process for determining whether and who needs training, and whether they are ready
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Task analysis - process of identifying tasks, knowledge, skills, and behaviours that need to be emphasized
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Person and task analysis are done at the same time because it is difficult to determine whether performance
deficiencies are a training problem without understanding the tasks and work environment
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Needs assessment - process used to determine if training is necessary or if another solution is more effective; involves the
following:
1.
Ensuring employee readiness for training - motivation to learn and supportive environment; self-efficacy, literacy audits may
be needed, availability of equipment and social support
2.
Trainees need: knowledge of why they should learn, to observe experience and interact with others, to commit training
content to memory
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Training programs need: meaningful content, opportunity for practice and feedback, program coordination and
Create learning environment - whether training session or learning environment has factors necessary for learning to occur,
meaning that:
3.
Instructional System Design (ISD) based on ADDIE (Analysis, Design, Development, Implementation, Evaluation)
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Kirkpatrick - reaction, learning, behaviour, results
Training
July 18, 2017
6:06 PM
Human Resources Management and Labour Relations Page 1
Document Summary
Training - planned effort to facilitate learning of job-related knowledge, skills, and behaviour by employees - current job. To offer a competitive advantage, training should help create and share knowledge, intellectual capital, self-motivated creativity, understanding of customer/manufacturing system. Formal training is offered by the company, informal learning is learner initiated, involves action and doing, is motivated by an intent to develop and does not occur in formal learning setting. Explicit knowledge - well documented, easy to transfer; tacit knowledge is based on personal experience, difficult to codify. Development - acquisition of knowledge, skills and behaviours that improve an employee"s ability to meet changes in the job requirements and in customer-client demands; future oriented, prepares employees for other positions in a company, increases ability to change jobs. The most important tm challenge is developing existing talent and attracting and retaining leadership talent.
