Introduction to Training and Development

Competency models identify the knowledge, skills, and abilities (KSAs) needed for a job. Training provides KSAs for immediate job performance, while development is ongoing education for future career advancement, focusing on human communication and decision-making skills. Onboarding introduces new employees to the organization's policies, structure, payroll, safety, and necessary paperwork. Training is also needed when jobs change, employees underperform (remediation), or for employee development to higher-level jobs.

The training process involves five steps: assessing needs to identify performance gaps, selecting appropriate training methods based on learning theories, designing the training curriculum, delivering the training, and finally, assessing its effectiveness. A needs assessment is crucial to avoid ineffective or unnecessary training programs.

Key challenges include employees lacking basic educational skills, proving return on investment (ROI) for training, overcoming employee resistance to change, ensuring strategic congruence with organizational goals, and managing logistics such as scheduling and facility availability.

Three common learning theories are classical conditioning (involuntary reactions to stimuli), operant conditioning (behavior based on consequences/reinforcement, voluntary), and social learning (observing and learning from others' actions and consequences). Social media provides new tools for applying social learning, especially micro-learning. Managers can shape behavior through positive reinforcement, negative reinforcement, punishment (applying adverse consequences or removing rewards), or extinction (ignoring undesirable behavior).

While debate exists, understanding learning styles is beneficial. Common styles include visual (prefers graphs, charts), auditory (prefers listening), and tactile (prefers hands-on doing). A mix of all three is common, and trainers should consider these when creating programs. The KOLB model is a more complex and accepted learning style inventory.

On-the-job training (OTJ), especially Job Instructional Training (JIT), is highly effective. JIT involves preparing the trainee, trainer presentation, trainee performance, and follow-up. Classroom training is effective for consistently transferring general knowledge but less so for hands-on skills unless using job-specific equipment.

Training effectiveness is assessed at four levels: reaction (employee response to training), learning (knowledge/skill gain and attitude change), behavior (changes in on-the-job performance), and results (organizational improvements like ROI, quality, absenteeism, or accident rates). Developing metrics for these assessments is crucial for demonstrating value.

A career is an individual's perceived sequence of work-related attitudes and behaviors. Organizations must provide career paths and counseling to motivate employees and prevent career plateaus. Common methods for employee development include formal education, experience (e.g., job rotation, coaching/mentoring), and assessment (e.g., MBTI, emotional intelligence tests). Employees progress through career stages: exploration (ages 15-24), establishment (ages 25-mid 40s), maintenance (mid 40s-60+), and disengagement (preparing for retirement).

Successful career planning leads to increased productivity, job satisfaction, employee engagement, and reduced absenteeism and turnover. Neglecting this can result in negative consequences for both the organization and individuals, highlighting employee development as a critical piece of long-term organizational success.