Employee Training and Development
|Course Number:||BUSADMIN 5500|
|Course Name:||Employee Training and Development (Online)|
|Course Description:||Employee Training and Development is an upper-division course that examines the principles and practices of these two critical processes in a variety of organizational settings. The course presents a comprehensive overview of training and development topics. Throughout the course students acquire and then demonstrate a knowledge base in each of these areas. At the end of the course, students are prepared to conduct efficient and effective training and development programs within the Human Resources department of an organization.|
Master of Science in Project Management
Master of Science in Organizational Change Leadership
NOTE: The information below is representative of the course and is subject to change. The specific details of the course will be available in the Desire2Learn course instance for the course in which a student registers.
- Discuss the forces influencing workplace learning and explain how training can help organizations deal with these forces.
- Identify different methods used in needs assessment and identify the advantages and disadvantages of each method.
- Describe how learners receive, process, store, retrieve, and act on information.
- Create an environment that will facilitate transfer of training.
- Discuss the process used to plan and implement a training evaluation system.
- Conduct a cost-benefit analysis of a training program.
- Discuss the strengths and weaknesses of presentational, hands-on, and group-building training methods.
- Compare and contrast the strengths and weaknesses of traditional training methods with those of technology-based methods.
- Explain the characteristics of successful employee development and career management programs.
- Discuss the potential legal issues that relate to training.
- Design and implement a successful training program for an organization.
Unit 1: The Context of Training and Development
Training and development have not always been perceived by organizations as activities that add value to their operations. Thankfully, that perception has changed significantly since the 1970s. Recent research has shown that organizations that invest in the training and development of their employees tend to be more successful than those who do not. By enrolling in this course, you have chosen to learn how to join this successful group.
This unit will help you begin your journey toward becoming a training professional. You will learn what training is and the benefits it provides to organizations. The concept of strategic training, or the use of training to address an organization’s mission, is critical in providing successful training initiatives. This will be discussed, along with how various organizational characteristics influence the design of training programs. Training department organizational models will be presented, along with alternatives for marketing a training department and its programs.
Unit 2: Training Design
Unit 2 begins with an overview of the importance of conducting a needs assessment prior to designing a training program. Needs assessment consists of three components: organizational analysis, person analysis, and task analysis. These will be described, along with detailed information on how to conduct and use needs analysis data. The unit highlights some major theories of learning, including reinforcement theory, social learning theory, goal setting theory, need theories, expectancy theories, adult learning theory, and information processing theory. The learning process is discussed along with the basic process of instructional design. This includes consideration of the elements of instruction such as making the learner aware of why he/she should learn, making training content meaningful, providing opportunities for practice and feedback, and providing an environment conducive to learning. Information on schedules of reinforcement processes of learning, external instructional events, and forms of instruction are also presented, with advice on the preparation of a training site.
Obviously, learning is an important aspect of any training program. However, the ability to use learned capabilities on the job, or transfer of training, is equally important. This unit discusses how trainee characteristics, trainee design features, and the work environment itself influence the transfer of training. Trainees may need to develop self-management skills to cope with a work environment that is not always conducive to transfer of training. The climate for transfer, manager and peer support, technology support, and opportunity to perform are features that influence transfer of training.
Unit 2 concludes with information on training evaluation, the issues surrounding it, and how to approach it. Reasons for evaluating training are described, and the process of evaluating training is outlined. Various evaluation designs are explained with an emphasis on related costs, time, and strength. Return on Investment (ROI) and cost-benefit analysis concepts are presented, and examples are given.
Unit 3: Training and Development Methods
Unit 3 covers information on training method options that many novice trainers falsely believe should comprise the entire course.
Lesson 7 describes a number of traditional methods for delivering training, from passive presentation methods to hands-on methods and group building methods. Each has advantages and disadvantages, which are discussed.
Lesson 8 provides descriptions of the various “new technologies” that have changed the way training is delivered. They are typically interactive and experiential in nature. Advantages and disadvantages are described for each of these technologies, as are their potential uses.
Lesson 9 discusses development planning and development activities, including assessment, formal courses and programs, job experiences, and interpersonal relationships involving mentoring and coaching. The process of development planning is described and the use of job experiences as development methods are presented. The theme throughout the lesson is that the company should provide employees with opportunities for development, but that each employee must take responsibility for planning his/her own development.
Unit 4: Social Responsibility and the Future of Training and Development
Lesson 10 focuses on how training contributes to an organization’s social responsibility through partnerships with unions, community colleges, and other educational institutions. The lesson highlights current issues in the training and development arena such as school-to-work programs, legal compliance concerns, and diversity initiatives. The lesson also discusses work-life balance practices, dual career path systems, and concludes with considerations regarding early retirement programs.
Lesson 11 presents future trends that may affect training and development. Sustainability is one of these trends. Constantly evolving training technology methods are others.
Exams: 4 unit exams
|Unit Exams (4 @ 50 pts. each)||200 points|
|Article Reviews||20 points|
|Graduate Project||100 points|
Your final grade will be based on total points accumulated from unit learning activities, discussions, and the graduate project. The total number of points possible for the course is 530 (395 points for learning activities, 60 for discussions, 75 for the graduate project). The grade scale is as follows:
|A||90% - 100%|
|B||80% - 89%|
|C||70% - 79%|
|D||60% - 69%|
|F||0% - 59%|