...LTEC 4040 – Unit 1 Key Points and Implications Name: Jennie Larry Johnson Date: January 24, 2016 Key Points Reading: The Six Principles of Breakthrough Learning (Introduction and Chapter 1) and High Impact Learning (Foreword, Preface and Chapter 1) The Six Principles of Breakthrough Learning Page 12 Key Point “Management has a fiduciary and ethical responsibility to ensure that those investments (training) produce a return: results that improve performance and competitiveness.”1 Implications The implications are that managers should be held accountable for ensuring that employees have been provided with training sufficient to prepare them operate at maximum performance. They should also be held accountable for the systems are in place to support the transfer of knowledge/skills learned to the workforce. Manager should then be held accountable for monitoring and documenting improvements as an indicator of the effectiveness of the training. This information could then be used to determine if the training was cost effective based on the returns. 3 -23 The Sixe Principles of Breakthrough Learning D1-Define will be useful to me because it points out that fact that companies should ensure that trainees understand why they are being trained and that they are provided with clear objectives regarding the company’s expectations as to how and when the skills/knowledge learned is transferred to the workforce. An example would...
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...kirkpatrick's learning and training evaluation theory Donald L Kirkpatrick's training evaluation model - the four levels of learning evaluation also below - HRD performance evaluation guide Donald L Kirkpatrick, Professor Emeritus, University Of Wisconsin (where he achieved his BBA, MBA and PhD), first published his ideas in 1959, in a series of articles in the Journal of American Society of Training Directors. The articles were subsequently included in Kirkpatrick's book Evaluating Training Programs (originally published in 1994; now in its 3rd edition - Berrett-Koehler Publishers). Donald Kirkpatrick was president of the American Society for Training and Development (ASTD) in 1975. Kirkpatrick has written several other significant books about training and evaluation, more recently with his similarly inclined son James, and has consulted with some of the world's largest corporations. Donald Kirkpatrick's 1994 book Evaluating Training Programs defined his originally published ideas of 1959, thereby further increasing awareness of them, so that his theory has now become arguably the most widely used and popular model for the evaluation of training and learning. Kirkpatrick's four-level model is now considered an industry standard across the HR and training communities. More recently Don Kirkpatrick formed his own company, Kirkpatrick Partners, whose website provides information about their services and methods, etc. kirkpatrick's four levels of evaluation model The...
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...ATTACHMENT A: GENERIC TRAINING PLAN EY Zimbabwe – 2013 Instructions for completion · This is a generic training plan for ONE hypothetical trainee · All applicants must complete all the sections TRAINING PLAN Elective: Auditing & Assurance Residuals: Taxation Management Decision-Making & Control Financial Management Internal Audit, Risk Management and Governance COMPULSORY SKILLS BUSINESS ETHICS Mode through which competence will be achieved (i.e. practical experience/ simulation Competency to be achieved BE(C) Acts ethically and in accordance with the rules of professional conduct Tasks to be performed BE(C)1 Displays honesty and integrity BE(C)2 BE(C)3 BE(C)4 BE(C)5 BE(C)6 BE(C)7 BE(C)8 Carries out work with a desire to exercise due care Maintains objectivity and independence Avoids conflict of interest Protects the confidentiality of information Maintains and enhances the profession’s reputation Adheres to the rules of professional conduct, including the ICAZ Code of Professional Conduct Identifies and adequately responds to potential ethical dilemmas Examples of activities to be performed by trainees to gain exposure to this competence E&Y Firm values – Our shared values inspire our people worldwide and guide them to do the right thing, and our commitment to quality is embedded in who we are and in everything we do. Our values define who we are · · · People who demonstrate integrity, respect and teaming People with energy, enthusiasm and the courage to lead People who...
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...TRAINING NEEDS ANALYSIS (TNA) THE ROYAL AUSTRALIAN AND NEW ZEALAND COLLEGE OF RADIOLOGISTS® The Royal Australian and New Zealand College of Radiologists Strategic Priorities 2010 - 2014 Name of document and version: Training Needs Analysis (TNA), Version 1 Prepared by: Kelly Menzel - Educational Development Manager Sharon Messina - Director, Education and Research Submitted to: Endorsed by College Council, 21 July 2011 ABN 37 000 029 863 Copyright for this publication rests with The Royal Australian and New Zealand College of Radiologists ® The Royal Australian and New Zealand College of Radiologists Level 9, 51 Druitt Street Sydney NSW 2000, Australia Email: ranzcr@ranzcr.edu.au Website: www.ranzcr.edu.au Telephone: + 61 2 9268 9777 Facsimile: + 61 2 9268 9799 2 CONTENTS 1. INTRODUCTION……………………………………………………………….3 2. WHAT IS A TRAINING NEEDS ANALYSIS? ………………………...……4 3. BENEFITS OF UNDERTAKING A TNA……………………………………..6 4. INITIAL QUESTIONS ………………………………………………………..6 5. METHODOLOGY………………………………………………………………8 6. TRAINING NEEDS IDENTIFIED……………………………………………11 7. RECOMMENDATIONS………………………………………………………18 8. CONCLUSION………………………………………………………………...22 9. REFERENCES………………………………………………………………..24 10. BIBLOGRAPHY……………………………………………………………….26 11. APPENDIX 1…………………………………………………………………..27 12. APPENDIX 2…………………………………………………………………..28 13. APPENDIX 3…………………………………………………………………..36 Education and Research Portfolio Training Needs Analysis 22 July 2011 Page 2 1) INTRODUCTION This training...
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...Shortfall of skilled submariners In our case, there is a shortfall of skilled submariners. We could analyze the problem in different levels. External factors: 1. Cost-cutting strategy in Australian Defense Force between 1990(Nineteen-ninety) and 2001, personnel numbers were cut from 95,000 to 45,000 2. Dangerous Nature job of submarine According to News Ltd newspapers reported, February 12, 2003 There was an accident happened on HMAS Dechaineux when 55 sailors were 20 seconds from sinking to the bottom of the ocean two years ago when the submarine was flooded off the coast of Perth. It began when water flooded into the submarine's lower engine room after a seawater hose failed as the Dechaineux was at its deepest diving depth. Dechaineux crew members managed to stop the flood and rescue Seaman Geordie Bunting from the engine room. Internal factors: - Inefficient submariners, three of the six 45-crew submariners are non-operational. - High requirements: Include: 1. High standard of physical fitness (as table show) most of them are not easy to achieve. 2. Technical skills and an unique mental resourcefulness: sailors in both technical skills and an unique mental resourcefulness that enable them to endure being submerged for months at a time in close quarters. 3. Personel charateristics: submariners must be introverted and extroverted, meaning they must be able to build a close-knit camaraderie with fellow crew members, as well as being able to cope mentally with...
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...Preparing ... Sales Staff to Promote Repackages Lines of Coppertone Introduction This essay will outline how ... (...) can successfully prepare its sales staff to promote repackaged lines of its Coppertone products. The identification of ...’s business strategy and the general training implications that result, has provided a general framework for the discussion of designing, developing and evaluating of an effective training session for the staff. 1.1 Business Strategy and Training Implications ... has decided to increase its product line by developing pocket-sized sticks and sprays of sunblock after conducting market research indicated that consumers were looking for a daily sunblock product. Managers have reasoned that ...’s that this move will result in a significant market expansion. ... is currently adopting an internal growth strategic direction. Organisational objectives outlined above, point toward an internal growth strategic direction. Firstly as ... wishes to increase product lines and expand its market, this points to a focus on product and market development as well as the marketing of an existing product. Innovation is achieved through the modifying the size of its existing sunblock for the convenience of consumers. In order for the sales force to be prepared to promote the new lines, this strategy has several training implications (Noe 2010). Market research has revealed an increased awareness of the dangers of sunburn. A fundamental element of this strategy...
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...is partnering with all stakeholders to increase school community understanding of the partnership’s goals or services that the school provides. This will help build the partnership’s reputation or share achievements. This will help the parents and wider school community to provide feedback on partnership activity for planning or evaluation. The targeted audience will include: the parents, students, politicians, teachers, and the school based staff (internal) or broader school community (external) This communication strategy will be used at Mutionjuri mixed day secondary school. The table below sets out some examples of how messages can be tailored to different audiences. |Audience |What they need to know |Key communications messages | |Service users |- What we offer them |- We provide useful, practical information and support | | |- How to access our services |- We are trustworthy and reliable | | |- Where to go for advice |- We put services users first and value their opinions | |Local MP or MCAs |- What we want to see changed in |- We have a strong evidence base and our calls are grounded in | | |policy terms |robust evidence | | |- Our strong evidence...
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...Recruiter of six months in the Personnel department, has demonstrated a great capacity for succeeding in his role. Moreover, to safeguard and promote the standards maintaining personnel hiring policies, our organizational workflows have been put in place to systematically or chronologically cluster-link processes with staff, resources, and state of the art technology to complete diverse tasks. After a close examination, indicators strongly suggest discontinuity in the process threatening adverse affects upon expected outcomes. In such an event, repercussions would be exhibited in a dominos effect throughout the company to greater or lesser degree; but the individual(s) responsible to oversee the campaign success, would be held to higher accountability. How vitally important, then, it is to observe with an eye towards turning the well established premise that preparing for complete failure can be traced back to failing to completely prepare—albeit, unintentionally. In his duties, Carl has the unique charge to coordinate the procedural guidance of new trainees, suggests grave responsibility, and a fairly comprehensive understanding of the inner company mechanisms making less difficult the transitional hiring process. These mechanisms together with seasoned staff are intended to supervise, and evaluate—utilizing ongoing training modalities ensuring all ‘new’ members of the corporate family are...
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...Assessment Task 1: Key terms and legislation test Submission details |Candidate’s Name | | |Student Number | | Submit this document via my.TAFE with all required evidence attached. See Procedure and Specifications below for details. Performance objective Demonstrate knowledge of key terms and current legislation relevant to the recruitment, selection and induction processes. Assessment description Complete this written test to demonstrate your knowledge about current legislation relevant to the recruitment, selection and induction processes. Procedure 1. Read the questions carefully and write your answers in the spaces provided. Specifications • Answer all questions Question 1: Give brief definitions of the following key terms. |Strategic plan |A strategic plan is an organisation plan or vision for the future. In many organizations, | | |this is viewed as a process for determining where an organization is going over the next | | |year or—more typically—3 to 5 years (long term), although some extend their vision to 20 | | |years. ...
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...Benefits of training and development ………….…………P. 6 Problems in training ………………………….……………P. 7 Managing the training process .………………………..P. 8-11 Conclusion…………………………………………………P. 12 Reference………………………..…………………………P. 13 Introduction Within the competitive world markets, today’s managers face greater challenges than ever before to maintain their position among the top economic powers. From a strategic prospective, employee training will become increasingly important during the 1990s because of the pressure to reduce costs and increase productivity. Many companies are finding that they can’t compete in the global market unless they boost productivity and invest in a better- trained and skilled workforce. Employee training is a key factor in improving levels of organization productivity. Therefore, it is important that the organization enable employees to upgrade their skills and knowledge to meet these changing conditions. Nowadays, any organization should adopt a systemic approach to training and development. Systemic training is that which is specifically designed to meet defined needs, followed by deciding what training is required to satisfy the needs. The next step is to find experience trainers to plan and implementing the program. Of course, follow up and evaluation is a must to ensure that it is effective. However, training programs can easily be irrelevant, out-dated or redundant. Organizations run the risk of providing training for training ‘s sake. In...
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...CHAPTER 1 1.1 INTRODUCTION TO TRAINING ITS MEANING AND DEFINATION Training is one of the important aspects of manpower development. It has gained significance since 1960s and continues to be growing importance for organizations today. Training is normally views as a short term educational process utilizing a planned, systematic and organized procedure by which non-managerial personnel acquire the technical knowledge and skills necessary for increased effectiveness in achieving organizational goals. Training can be introduced simply as a process of assisting a person for enhancing his efficiency and effectiveness to a particular work area by getting more knowledge and practices. Also training is important to establish specific skills, abilities and knowledge to an employee. For an organization, training and development are important as well as organizational growth, because the organizational growth and profit are also dependent on the training. But the training is not a core of organizational development. It is a function of the organizational development. Training is different form education; particularly formal education. The education is concerned mainly with enhancement of knowledge, but the aims of training are increasing knowledge while changing attitudes and competences in good manner. Basically the education is formulated with in the framework...
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...|COMPETENCY-BASED CURRICULUM |[pic] | |[pic] | |Sector: | |INFORMATION AND COMMUNICATION TECHNOLOGY | |Qualification: | |COMPUTER HARDWARE SERVICING NC II | |[pic] |Technical Education and Skills Development Authority | | |East Service Road, South Superhighway, Taguig City, Metro Manila | TABLE OF CONTENTS Page A. COURSE DESIGN 1-5 B. MODULES OF INSTRUCTION 6-73 • Basic Competencies 6 o Participating in workplace communication ………………… 7-10 o Working in a team environment ……………….... 11-13 o Practicing...
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...COMPETENCY-BASED CURRICULUM |[pic] | | |[pic] | |Sector: | |INFORMATION AND COMMUNICATION TECHNOLOGY | |Qualification: | |COMPUTER HARDWARE SERVICING NC II | |[pic] |Technical Education and Skills Development Authority | | |East Service Road, South Superhighway, Taguig City, Metro Manila | TABLE OF CONTENTS Page A. COURSE DESIGN 1-5 B. MODULES OF INSTRUCTION 6-73 • Basic Competencies 6 o Participating in workplace communication ………………… 7-10 o Working in a team environment ……………….... 11-13 o Practicing career professionalism .……………. 14-17 o Practicing occupational health and safety procedures...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0309-0590.htm PERSPECTIVE ON PRACTICE Evaluation of training in organisations: a proposal for an integrated model Pilar Pineda ´ Universidad Autonoma de Barcelona, Barcelona, Spain Abstract Purpose – Training is a key strategy for human resources development and in achieving organisational objectives. Organisations and public authorities invest large amounts of resources in training, but rarely have the data to show the results of that investment. Only a few organisations evaluate training in depth due to the difficulty involved and the lack of valid instruments and viable models. The purpose of this paper is to present an evaluation model that has been successfully applied in the Spanish context that integrates all training dimensions and effects, to act as a global tool for organisations. The model analyses satisfaction, learning, pedagogical aspects, transfer, impact and profitability of training, and is therefore a global model. Design/methodology/approach – The paper’s approach is theoretical, and the methodology used involves a review of previous evaluation models and their improvement by comparing their application in practice. Findings – An analysis of pedagogical aspects enables training professionals to improve training quality, as they are able to identify any weaknesses in elements, such as training design, needs analysis and training implementation, and improve on...
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...NATURE OF TRAINING AND DEVLOPMENT In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee. More clearly, training and development may be understood as any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning. Usually by changing the employee’s attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employee’s performance deficiency, computed as follow: Training and development = standard performance –actual performance. Difference between training, development & education We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education on the other hand, is confined to theoretical learning in classroom. Though training and education differ in nature and orientation, they are complementary. An employee, for example, who undergoes training is presumed to have had had some formal education. Furthermore, no training programme is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred nowadays. As more and more employees are called upon to exercise judgment and to choose alternative solution to the job problem, training...
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