ANALYZING OF TRAINING PROGRAM

 

 

Figure 1.2 training design program (Raymond A.Noe, 2016 pp-11)

 

Instructional System Design (ISD) refers to a process for designing and developing training programs. There is not one universally accepted instructional system development model. The training design process sometimes is referred to as the ADDIE model because it includes analysis, design, development, implementation, and evaluation (Raymond A.Noe, 2016).

The employer should use a rational training process. The gold standard here is still the basic analysis-design-develop-implement-evaluate (ADDIE) training process model that training experts have used for years. As an example, one training vendor describes its training process as follows. Analyze the training need. Design the overall training program, develop the course (actually assembling/creating the training materials), Implement training, by actually training the targeted employee group using methods such as on-the-job or online training, and evaluate the course’s effectiveness (Gary Dessler & Biju Varkkey ,2016 14^th edition).

 

ANALYZING THE TRAINING NEEDS

The training needs analysis may address the employer’s strategic/longer-term training needs and/or its current training needs. Strategic training needs analysis Strategic goals (perhaps to enter new lines of business or to expand abroad) often mean the firm will have to fill new jobs. Strategic training needs analysis identifies the training employees will need to fill these future jobs

Example: when Wisconsin-based Signicast Corp. decided to build a new high-tech plant, its top managers knew the plant’s employees would need new skills to run the computerized machines. They worked closely with their HR team to formulate hiring and training programs to ensure the firm would have the people required to populate the new plant (Gary Dessler & Biju Varkkey, 2016 14^th edition).

 

CURRENT EMLPLOYEES’ TRAINING NEEDS ANALYSIS

Most training efforts aim to improve current performance specifically training new employees, and those whose performance is deficient. How you analyze current training needs depends on whether you’re training new or current employees. The main task for new employees is to determine what the job entails and to break it down into subtasks, each of which you then teach to the new employee. Analyzing current employees’ training needs is more complex, because you must also ascertain whether training is the solution. For example, performance may be down due to poor motivation. Managers use task analysis to identify new employees’ training needs, and performance analysis to identify current employees’ training needs (Raymond A.Noe, 2016).

New employees: task analysis for analyzing training needs particularly with lower level workers, it’s customary to hire inexperienced personnel and train them. The aim here is to give these new employees the skills and knowledge they need to do the job.

The current employee is doing training  include  Performance appraisals , Job-related performance data (including productivity, absenteeism and tardiness, grievances, waste, late deliveries, product quality, repairs, and customer complaints) , Observations by supervisors or other specialists ,Interviews with the employee or his or her supervisor , Tests of things like job knowledge, skills, and attendance , Attitude surveys , Individual employee daily diaries (Gary Dessler & Biju Varkkey, 2016 14^th edition).

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Gary Dessler and Biju Varkkey. (2016).”Human resource management”.14^th edition

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Raymond A.Noe.2017.employee training and development.

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Y. Kim and R. E. Ployhart, “The effects of staffing and training on firm productivity and profit growth before, during, and after the great recession,” Journal of Applied Psychology, 99, 361–389