Employee Training and Development

True or False: Attaching some form of reward to training and development process can also help maintain the effects of the programs after the training or development is done.
Answer: True

Often, it may be in the best interests of the organization to attach some form of reward to the training and development process, as it may motivate employees to become engaged. The use of incentives is important, not only for getting employees into training and development programs, but also for maintaining the effects of these programs.
What is the ADDIE Model
Analyze
Design
Develop
Implement
Evaluate
Upon completion of a performance appraisal training program, a supervisor should be able:
To implement the steps of an effective performance review discussion, starting with advance preparation and ending with goal setting and follow-up

To effectively handle situations where the employee has a different view of his or her performance than the supervisor does

To complete the paperwork and documentation required by the human resources department in a timely fashion.
The ADDIE model suggests a continuous cycle wherein the results of evaluation from one training program become part of the assessment of needs for the next program.
Answer: True

The ADDIE model suggests a continuous cycle wherein the results of evaluation from one training program become part of the assessment of needs for the next program.
During the implementation phase, the trainer will follow through on critical factors of the design/development phases, such as:
Size of the group: how many handouts or computer stations are needed? What size room will allow attendees to be comfortable? How many chairs and tables are needed?
Organization of seating: Is group discussion expected and important (suggesting round tables)? Do participants need to be able to see certain areas of the room? Are adequate walkways provided?
Materials: What audio-visual equipment is needed? Will water or coffee be made available? What other supplies will facilitate learning: markers, crayons, stickers, pens/pencils, notepads?
Accessibility of information: What languages will be primary for the attendees? Secondary? What is the minimum educational level present in the group and what presentation methods will be most effective for that group? Do any of the attendees need accommodations for a disability, suggesting materials may need to be in Braille, recorded, or available online?
What is transfer of training?
At each step in development and throughout the implementation of training, the trainer is focused on making choices that best impact transfer of training. This means the extent to which trainees are able and willing to take what they learned in the classroom (training) setting and use it back at their desk, their spot on the line, or to manage their teams.
One serious mistake in designing training and development programs is?
The failure to provide systems, policies, and/or follow-up programs to ensure the learners' effective on-the-job use of their newly acquired KSAs. As a result, what an employee learns in a training program may never be used in the actual job situation. Or, if the newly learned behavior is tried, it may quickly be terminated due to lack of support by the manager or peers. Further, the transfer of training requires that the appropriate resources (technology, time, etc.) be available.
3 ways to ensure positive training transfer
One is to have conditions in the training program identical to those in the job situation. The second is to teach principles for applying the behaviors learned in the training program to the job situation, and the third is the contract plan.
When all the details have been worked out, the learning objectives are in place, the audience and facilitator have been selected, the materials have been developed, and the site and layout have been determined, it is highly recommended to launch the entire training program to all segments of the business.
Answer: False

It is highly recommended that the first attempt of any training program be treated as a "pilot program". At this stage, the program should be offered in a controlled environment with a select audience that represents the most receptive possible segment of the overall target audience.
Kirkpatrick's Four Levels of Criteria Level 1
Reaction. What did the participants think and feel about the training program? Typically, some type of anonymous questionnaire is used to assess reactions at the end of a program. Feedback about trainer effectiveness, materials, course design, and so forth may be used to improve the program in subsequent offerings.
Kirkpatrick's Four Levels of Criteria Level 2
Learning. To what extend have the trainees learned the concepts that were taught? Here, paper and pencil tests can be used to assess knowledge acquisition or role plays and work samples might be used to determine the degree to which skill learning has taken place. The original training behavorial objectives help to determine the choice of most appropriate learning measure.

Kirkpatrick's Four Levels of Criteria Level 3
Behavior. What changes in on-the-job behavior can be attributed to the training program? Here, either the organization's normal performance appraisal process or a specially designed performance observation technique can be used to attempt to measure changes in behavior. Peers, subordinates, customers, and others in addition to the direct supervisor can be canvassed to determine if noticeable changes have occured.
Kirkpatrick's Four Levels of Criteria Level 4
Results. To what extent have critical organizational improvements in areas such as productivity, quality, profitability, morale, absenteeism, and turnover resulted from the training? This is the most important criteria but also the most difficult to measure.
True or False: When setting up training programs, the only criteria that should be considered is "what".
Answer: False

In setting up training programs, a number of criteria should be considered, especially a response to the questions who, what, and where?
True or False: Even with the external changes occurring in our global society, the notion of training and development has stayed the same.
Answer: False

The notion of training and development within organizations is changing rapidly. The notion of training and development within organizations is changing rapidly. In addition to companies understanding the need to ensure that their workforce is capable of performing productively, organizations are realizing that training and development are important as a strategic approach by which to achieve a competitive edge.
True or False: Trainings should be adaptable so that different participants, subjects, and companies can use them in the ways that best suits their needs.
Answer: True

Training should be adapted as much as possible to the learning style(s) of the participants and the subject matter to be learned.
Training and development are learning-based activities that are only concerned with current performance.
Answer: False

Often, training and development are treated as two separate concepts. In this case, training usually refers to improving skills needed to perform better in the current job, and development refers to improving knowledge for the future.Employee training and development are learning-based activities that attempt to improve an employee's current or future performance by increasing his or her ability to perform through the improvement of KSAs (knowledge, skills and abilities).
True or False: In the introduction to this topic there was a formula given for performance. It states that an employee's performance could be illustrated by the following formula:

P (performance) = f (knowledge, skills, and abilities), where performance (P) is a function (f) of KSAs.
Answer: False

The formula shown in the question is missing the key part of the situation. Although much of an employee's performance can depend on individual KSAs, it is also affected by situational factors such as technology and workplace environment. The correct formula is as follows:

P (performance) = f (knowledge, skills, abilities, and situation) where performance (P) is a function (f) of KSAs and the situation.
True or False: An organization can increase efficiency in employees when training and development are integrated with the selection process.
Answer: True

Training and development can be integrated with the selection process so that an employee's learning time on a new job is reduced. This can result in increased efficiency.
Why do companies engage in training and development? (Select all that apply)

To help incorporate new technologies
To recruit already-trained employees
To help employees be attractive to other employers
To reduce turnover
To remove performance deficiencies
Answer: To remove performance deficiencies; To help incorporate new technologies; To reduce turnover
Training for performance improvements is particularly important to organizations with stagnant or declining rates of productivity. Training is also important in organizations that are rapidly incorporating new technologies, because employees may feel overwhelmed or unfamiliar with the technology.
Training and development can increase employee commitment and improve organizational perceptions of work, resulting in less turnover and absenteeism.
True or False: Organizations often attach some form of reward to training and development programs to motivate employees to become engaged.
Answer: True

Often, it may be in the best interests of the organization to attach some form of reward to the training and development process, as it may motivate employees to become engaged. For example, to encourage managers to train their employees, organizations may reward managers for performing the training. The use of incentives is important, not only for getting employees into training and development programs, but also for maintaining the effects of these programs.