The document outlines a training and development presentation which discusses why training is important for organizations, defines key training concepts like needs assessment, learning principles and a systematic 9-step training process, and provides examples and exercises to illustrate how to develop a training plan and lesson plan. The goal is to help trainees understand the need for training, how to design an effective training program, and develop their own training lesson plan.
The document discusses training and development in organizations. It begins by outlining the objectives of understanding why training is important, defining the ASK concept of developing attitudes, skills and knowledge, explaining the training process, and developing training lesson plans. It then covers various topics related to training including assessing training needs, the differences between training, education and development, principles of learning, and a systematic 9-step approach to training involving assessment, planning, implementation and evaluation. Specific methods and examples are provided to illustrate how to analyze training needs, develop training plans and programs, choose instructional methods, and evaluate training outcomes.
This document outlines a training presentation on training and development. It discusses why training is important for organizations and describes a systematic nine-step approach to training. This includes assessing training needs, preparing a training plan, setting objectives, designing the program, selecting instructional methods, implementation, evaluation, and planning future training. Several examples are provided to illustrate applying the training process. The goal is for participants to understand the importance of training and be able to explain the nine steps in the training process.
This document provides an overview of training and development principles for staff. It discusses why training is important, defines key concepts like the ASK model of addressing attitudes, skills and knowledge, and outlines a nine step process for developing and implementing training programs. Examples are provided for each step, including assessing needs, creating objectives and lesson plans, and evaluating impact. A variety of training methods are also described. The overall document serves as a guide for human resources professionals to systematically plan and deliver effective training that improves organizational performance.
This document outlines a training presentation that covers:
1) Why training is important for organizations and the differences between training, education, and development.
2) A systematic 9-step approach to training that includes assessing needs, setting objectives, designing the program, and evaluating impact.
3) Key concepts like the training gap, the ASK model of addressing attitudes, skills and knowledge, and principles of learning like participation.
This document discusses the importance and principles of training. It defines training and differentiates it from education and development. There is a nine step training process outlined that includes assessing needs, designing objectives and programs, implementing, and evaluating. Key aspects of training covered are the ASK concept of addressing attitudes, skills and knowledge, and the five principles of learning. The document provides examples and exercises to illustrate applying training concepts.
This document discusses training and development (T&D) in organizations. It addresses:
- T&D as a core human resource function, including training, development, and performance evaluation.
- The difference between training, which focuses on present job skills, and development, which has a longer-term focus beyond current roles.
- Key factors that influence T&D, such as management support, technology changes, and learning styles.
- The typical T&D process, including determining needs, setting objectives, implementing programs, and evaluating outcomes.
This document discusses training and development in organizations. It begins by establishing that training is needed for organizations to fill performance gaps between expected and actual results. It then provides examples of potential reasons for performance gaps, such as lack of resources, skills, or equipment. The document outlines a systematic approach to training, including assessing needs, setting objectives, designing programs, selecting instructional methods, implementing, evaluating, and planning future training. It emphasizes that training aims to develop employee attitudes, skills, and knowledge in order to improve organizational performance.
The document discusses training and development in organizations. It begins by outlining the objectives of understanding why training is important, defining the ASK concept of developing attitudes, skills and knowledge, explaining the training process, and developing training lesson plans. It then covers various topics related to training including assessing training needs, the differences between training, education and development, principles of learning, and a systematic 9-step approach to training involving assessment, planning, implementation and evaluation. Specific methods and examples are provided to illustrate how to analyze training needs, develop training plans and programs, choose instructional methods, and evaluate training outcomes.
This document outlines a training presentation on training and development. It discusses why training is important for organizations and describes a systematic nine-step approach to training. This includes assessing training needs, preparing a training plan, setting objectives, designing the program, selecting instructional methods, implementation, evaluation, and planning future training. Several examples are provided to illustrate applying the training process. The goal is for participants to understand the importance of training and be able to explain the nine steps in the training process.
This document provides an overview of training and development principles for staff. It discusses why training is important, defines key concepts like the ASK model of addressing attitudes, skills and knowledge, and outlines a nine step process for developing and implementing training programs. Examples are provided for each step, including assessing needs, creating objectives and lesson plans, and evaluating impact. A variety of training methods are also described. The overall document serves as a guide for human resources professionals to systematically plan and deliver effective training that improves organizational performance.
This document outlines a training presentation that covers:
1) Why training is important for organizations and the differences between training, education, and development.
2) A systematic 9-step approach to training that includes assessing needs, setting objectives, designing the program, and evaluating impact.
3) Key concepts like the training gap, the ASK model of addressing attitudes, skills and knowledge, and principles of learning like participation.
This document discusses the importance and principles of training. It defines training and differentiates it from education and development. There is a nine step training process outlined that includes assessing needs, designing objectives and programs, implementing, and evaluating. Key aspects of training covered are the ASK concept of addressing attitudes, skills and knowledge, and the five principles of learning. The document provides examples and exercises to illustrate applying training concepts.
This document discusses training and development (T&D) in organizations. It addresses:
- T&D as a core human resource function, including training, development, and performance evaluation.
- The difference between training, which focuses on present job skills, and development, which has a longer-term focus beyond current roles.
- Key factors that influence T&D, such as management support, technology changes, and learning styles.
- The typical T&D process, including determining needs, setting objectives, implementing programs, and evaluating outcomes.
This document discusses training and development in organizations. It begins by establishing that training is needed for organizations to fill performance gaps between expected and actual results. It then provides examples of potential reasons for performance gaps, such as lack of resources, skills, or equipment. The document outlines a systematic approach to training, including assessing needs, setting objectives, designing programs, selecting instructional methods, implementing, evaluating, and planning future training. It emphasizes that training aims to develop employee attitudes, skills, and knowledge in order to improve organizational performance.
This document discusses training and developing employees. It outlines why training is needed, what training is, and a systematic approach to training. The key points are:
1) Training is needed to improve employee performance, refresh skills and knowledge, and reduce mistakes.
2) Training involves improving individual and group performance in organizations through activities aimed at developing attitudes, skills and knowledge.
3) A systematic approach to training involves assessing needs, preparing a plan, specifying objectives, designing the program, selecting instruction methods, and evaluating the training.
Chapter 1 Introduction to Training and Development.pptDr. Nazrul Islam
Training means the process of increasing the knowledge and skills of an employee for doing a particular job. It seeks to improve the job performance and work behaviour of those trained.
Training is an important activity for human resource development departments to facilitate employees' ongoing learning of job-related skills. The goal of training is for employees to master competencies through instruction and practice in order to improve performance. Organizations benefit from training in many ways, such as maintaining qualified services, achieving high standards, and reducing mistakes. An effective training program follows a systematic approach, including assessing needs, specifying objectives, designing the program, selecting instructional methods, implementation, and evaluation.
This document discusses training and development. It begins by outlining the learning objectives, which are to describe the importance of training, distinguish it from education and development, define the ASK concept of addressing attitudes, skills and knowledge, list the nine steps in the training process, and develop a training lesson plan. It then discusses why organizations need training using the gap concept to show the difference between expected and actual performance. It outlines reasons for conducting a training needs analysis and the importance and benefits of training. Key aspects of training covered include definitions of training, education, and development; the ASK concept; principles of learning; and a nine step model for the systematic training process.
This document discusses the importance and benefits of training for employees. It defines training as a systematic process that improves corporate performance by developing employee skills and knowledge through instruction and practical activities. The document outlines differences between training, education, and development. It also describes principles of learning and a systematic approach to developing a training plan, including assessing needs, specifying objectives, designing programs, and evaluating training effectiveness.
The document discusses the Systematic Approach to Training (SAT) process and conducting a Training Needs Analysis (TNA). It can be summarized as follows:
1. SAT is a logical progression that involves identifying job tasks, implementing and evaluating training to meet organizational aims and job requirements.
2. Conducting a TNA is important to identify specific training needs by analyzing skills/knowledge required for jobs, assessing current competencies, and determining performance gaps.
3. The TNA process involves determining desired outcomes, linking them to employee behaviors, identifying trainable competencies, prioritizing needs, and planning training evaluation to ensure effectiveness.
Training involves organized learning activities to improve individual performance through changes in knowledge, skills, and attitudes. It is important for meeting job requirements, updating skills, career development, and addressing deficiencies. Training helps improve quality, productivity, and organizational objectives.
There are several steps in the training process. First, performance problems are analyzed to identify the causes. Then, training needs are identified by analyzing the organization, jobs, and individuals. Objectives are prepared stating what learners will be able to do. Tests are developed based on the objectives to evaluate learning. Various instructional methods are selected and training is delivered. The transfer of learning back to the job is evaluated.
The document outlines the steps in the training process, including needs assessment, establishing training goals, designing training programs, implementation, and evaluation. It discusses various training techniques like on-the-job training, off-the-job training, lectures, demonstrations, simulations, and case studies. It also covers Kirpatrick's model for evaluating training programs and emphasizes the importance of needs assessment, goal setting, and evaluation in ensuring effective training.
Training and development (Human Resource Management)Joderick Tejada
The document discusses training and development in organizations. It explains that training is needed to fill performance gaps and achieve expected results. A proper needs assessment is required before implementing training to identify factors causing performance issues like skills, resources or processes. Effective training is tailored to objectives, involves participants, and assesses learning and impact on performance. Leading organizations focus on collaboration, diversity, sustainability and developing future leaders who can operate effectively in a changing global environment.
This document discusses training and development in organizations. It provides an overview of key concepts in training including needs assessment, objectives, types of training, and benefits. A systematic approach to training is outlined involving assessment, training, and evaluation stages. The importance of linking training to organizational strategy and goals is emphasized. Training can provide a competitive advantage when focused on developing skills needed for the future and aligned with business objectives.
Training and development aims to improve employee performance through learning. It involves assessing training needs, designing training programs, selecting instructional methods, implementing training, and evaluating its effectiveness. The goals are to develop employee competencies, help people grow within the organization, and reduce learning times for new roles. Training methods include classroom programs, mentoring, coaching, simulations, e-learning, on-the-job training, and job rotation. Benefits include improved performance, skills and knowledge, motivation, customer service and morale.
The document discusses employee training and development. It describes the training process, which includes assessing needs, designing programs, selecting instruction methods, implementing training, and evaluating. It covers orienting new employees and common training methods like lectures, hands-on learning, and computer-based training. Management development techniques are also outlined, such as on-the-job training, case studies, and corporate universities. The document emphasizes evaluating training at multiple levels from reaction to learning to behavior and business results.
in this topic we are going to learn managerial economics where we explore how businesses make informed decisions in a constantly changing economic landscape
Hotel Operations have a social responsibility to serve alcohols with care. Each year, drunk drivers are responsible for approximately half the driving fatalities in the United States. Here in the Philippines a lot of vehicular accidents result from intoxicated drivers. One should drink responsibly as this may cause accidents and even fights. How many times we have heard in local news that a lot those engage themselves in a fight (whether teen-agers or adults) are those are intoxicated.
Regardless of legislation, good sense dictates responsibility in your service of alcoholic beverages. No one should sell beverages to minors or to those who are intoxicated. Service staff should be taught to identify minors by recognizing false identification and observing characteristics and actions frequently exhibited by minors, such as nervousness, sticking close to a group, pooling money and giving it to another person to buy drinks.
Culture is increasingly an important element in the tourism workplaces in which it creates distinctiveness and authenticity of diversity and cultural differences does not matters. In this lesson, you will learn about the culture and its impact in the multicultural diversity in workplaces of tourism sectors.
A friendly work environment, on the other hand, can motivate employees, extract the best out of them and can make work a play drill. In addition, it also encourages team bonding and team collaboration and whoosh! Success, success and success in all projects, challenges and even at daily tasks.
TRAINING AND DEVELOPMENT, BENEFITS, APPROACH AND ITS DIFFERENT TYPESRAVENALDELAFUENTE2
What is training and development? Training and development programs typically involve educational activities that advance a worker's knowledge and instill greater motivation to enhance job performance.
As an educators, in dealing day to day problem, most of us are heavily dependent on our limited experience, expertise and authority. And we use these experiences as basis for problem solving. But nowadays, education sectors has changed its mandate concerning research as part of the primary function of an educator.
The business is started with the aim of achieving success but success is not always guaranteed. Because business has to go always in uncertainty. A good entrepreneur should be able to forecast such a situation and take appropriate steps to remain away from such uncertainties or to convert uncertainties to certainties. Hence, success or failure in entrepreneurship largely depends on the strength and weakness of the entrepreneur.
This document provides an introduction to entrepreneurship. It discusses key concepts such as the definition of entrepreneurship, characteristics of entrepreneurs, factors that motivate entrepreneurs, common myths and challenges. The three main points are:
1) Entrepreneurship involves starting innovative businesses and transforming ideas into products/services, and entrepreneurs take risks and act as leaders.
2) Motivations for entrepreneurs include competition, creativity, having control, and making money. Successful entrepreneurs have traits like self-confidence, drive, and ability to handle risk.
3) Common myths about entrepreneurs are unfounded, and becoming an entrepreneur allows one to create their own destiny and achieve financial success and recognition by building their dreams.
Contenu connexe
Similaire à TRAINING AND DEVELOPMENT - Training as a Management Skill / Training and Developing your Staff
This document discusses training and developing employees. It outlines why training is needed, what training is, and a systematic approach to training. The key points are:
1) Training is needed to improve employee performance, refresh skills and knowledge, and reduce mistakes.
2) Training involves improving individual and group performance in organizations through activities aimed at developing attitudes, skills and knowledge.
3) A systematic approach to training involves assessing needs, preparing a plan, specifying objectives, designing the program, selecting instruction methods, and evaluating the training.
Chapter 1 Introduction to Training and Development.pptDr. Nazrul Islam
Training means the process of increasing the knowledge and skills of an employee for doing a particular job. It seeks to improve the job performance and work behaviour of those trained.
Training is an important activity for human resource development departments to facilitate employees' ongoing learning of job-related skills. The goal of training is for employees to master competencies through instruction and practice in order to improve performance. Organizations benefit from training in many ways, such as maintaining qualified services, achieving high standards, and reducing mistakes. An effective training program follows a systematic approach, including assessing needs, specifying objectives, designing the program, selecting instructional methods, implementation, and evaluation.
This document discusses training and development. It begins by outlining the learning objectives, which are to describe the importance of training, distinguish it from education and development, define the ASK concept of addressing attitudes, skills and knowledge, list the nine steps in the training process, and develop a training lesson plan. It then discusses why organizations need training using the gap concept to show the difference between expected and actual performance. It outlines reasons for conducting a training needs analysis and the importance and benefits of training. Key aspects of training covered include definitions of training, education, and development; the ASK concept; principles of learning; and a nine step model for the systematic training process.
This document discusses the importance and benefits of training for employees. It defines training as a systematic process that improves corporate performance by developing employee skills and knowledge through instruction and practical activities. The document outlines differences between training, education, and development. It also describes principles of learning and a systematic approach to developing a training plan, including assessing needs, specifying objectives, designing programs, and evaluating training effectiveness.
The document discusses the Systematic Approach to Training (SAT) process and conducting a Training Needs Analysis (TNA). It can be summarized as follows:
1. SAT is a logical progression that involves identifying job tasks, implementing and evaluating training to meet organizational aims and job requirements.
2. Conducting a TNA is important to identify specific training needs by analyzing skills/knowledge required for jobs, assessing current competencies, and determining performance gaps.
3. The TNA process involves determining desired outcomes, linking them to employee behaviors, identifying trainable competencies, prioritizing needs, and planning training evaluation to ensure effectiveness.
Training involves organized learning activities to improve individual performance through changes in knowledge, skills, and attitudes. It is important for meeting job requirements, updating skills, career development, and addressing deficiencies. Training helps improve quality, productivity, and organizational objectives.
There are several steps in the training process. First, performance problems are analyzed to identify the causes. Then, training needs are identified by analyzing the organization, jobs, and individuals. Objectives are prepared stating what learners will be able to do. Tests are developed based on the objectives to evaluate learning. Various instructional methods are selected and training is delivered. The transfer of learning back to the job is evaluated.
The document outlines the steps in the training process, including needs assessment, establishing training goals, designing training programs, implementation, and evaluation. It discusses various training techniques like on-the-job training, off-the-job training, lectures, demonstrations, simulations, and case studies. It also covers Kirpatrick's model for evaluating training programs and emphasizes the importance of needs assessment, goal setting, and evaluation in ensuring effective training.
Training and development (Human Resource Management)Joderick Tejada
The document discusses training and development in organizations. It explains that training is needed to fill performance gaps and achieve expected results. A proper needs assessment is required before implementing training to identify factors causing performance issues like skills, resources or processes. Effective training is tailored to objectives, involves participants, and assesses learning and impact on performance. Leading organizations focus on collaboration, diversity, sustainability and developing future leaders who can operate effectively in a changing global environment.
This document discusses training and development in organizations. It provides an overview of key concepts in training including needs assessment, objectives, types of training, and benefits. A systematic approach to training is outlined involving assessment, training, and evaluation stages. The importance of linking training to organizational strategy and goals is emphasized. Training can provide a competitive advantage when focused on developing skills needed for the future and aligned with business objectives.
Training and development aims to improve employee performance through learning. It involves assessing training needs, designing training programs, selecting instructional methods, implementing training, and evaluating its effectiveness. The goals are to develop employee competencies, help people grow within the organization, and reduce learning times for new roles. Training methods include classroom programs, mentoring, coaching, simulations, e-learning, on-the-job training, and job rotation. Benefits include improved performance, skills and knowledge, motivation, customer service and morale.
The document discusses employee training and development. It describes the training process, which includes assessing needs, designing programs, selecting instruction methods, implementing training, and evaluating. It covers orienting new employees and common training methods like lectures, hands-on learning, and computer-based training. Management development techniques are also outlined, such as on-the-job training, case studies, and corporate universities. The document emphasizes evaluating training at multiple levels from reaction to learning to behavior and business results.
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in this topic we are going to learn managerial economics where we explore how businesses make informed decisions in a constantly changing economic landscape
Hotel Operations have a social responsibility to serve alcohols with care. Each year, drunk drivers are responsible for approximately half the driving fatalities in the United States. Here in the Philippines a lot of vehicular accidents result from intoxicated drivers. One should drink responsibly as this may cause accidents and even fights. How many times we have heard in local news that a lot those engage themselves in a fight (whether teen-agers or adults) are those are intoxicated.
Regardless of legislation, good sense dictates responsibility in your service of alcoholic beverages. No one should sell beverages to minors or to those who are intoxicated. Service staff should be taught to identify minors by recognizing false identification and observing characteristics and actions frequently exhibited by minors, such as nervousness, sticking close to a group, pooling money and giving it to another person to buy drinks.
Culture is increasingly an important element in the tourism workplaces in which it creates distinctiveness and authenticity of diversity and cultural differences does not matters. In this lesson, you will learn about the culture and its impact in the multicultural diversity in workplaces of tourism sectors.
A friendly work environment, on the other hand, can motivate employees, extract the best out of them and can make work a play drill. In addition, it also encourages team bonding and team collaboration and whoosh! Success, success and success in all projects, challenges and even at daily tasks.
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What is training and development? Training and development programs typically involve educational activities that advance a worker's knowledge and instill greater motivation to enhance job performance.
As an educators, in dealing day to day problem, most of us are heavily dependent on our limited experience, expertise and authority. And we use these experiences as basis for problem solving. But nowadays, education sectors has changed its mandate concerning research as part of the primary function of an educator.
The business is started with the aim of achieving success but success is not always guaranteed. Because business has to go always in uncertainty. A good entrepreneur should be able to forecast such a situation and take appropriate steps to remain away from such uncertainties or to convert uncertainties to certainties. Hence, success or failure in entrepreneurship largely depends on the strength and weakness of the entrepreneur.
This document provides an introduction to entrepreneurship. It discusses key concepts such as the definition of entrepreneurship, characteristics of entrepreneurs, factors that motivate entrepreneurs, common myths and challenges. The three main points are:
1) Entrepreneurship involves starting innovative businesses and transforming ideas into products/services, and entrepreneurs take risks and act as leaders.
2) Motivations for entrepreneurs include competition, creativity, having control, and making money. Successful entrepreneurs have traits like self-confidence, drive, and ability to handle risk.
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2. 2
Topics
Why do we Need Training?
What is Training & Training Principles?
A Systematic Approach to Training
A Training Lesson Plan
3. 3
Your Objectives
Following this presentation you should be able to
complete the following objectives:
1. Describe why training is important and distinguish
amongst training, education and development
2. Define the ASK concept, and comment upon the
relative difficulty in developing people’s attitudes,
skills and knowledge
3. List the nine steps in the training process and be able
to explain each step with reference to hospitality
examples
4. Develop an appropriate training lesson plan.
4. 4
Do Organizations Need
Training
The answer is “YES”
However, we must
know the purpose and
functions of training
before we can use it.
6. 6
Training Needs
The reasons for not
making the 1,000
cars:
Not enough resources
Poor machines
Poor staff skills
As training experts we
must analyze the
situation to determine if:
Expected result too high
Target achievable
Is training the only way to
make it happen
Are there other factors.
7. 7
Exercise 1
Imagine you are the managing director of a
full service restaurant. One day you receive a
complaint letter from a guest reporting s/he
was not satisfied with the follow up
regarding their criticism of being
overcharged in one of your
restaurants.
Why was the complaint made?
Is there a training need?
8. 8
3 Reasons to Consider Conducting
an Internal Needs Analysis
1. Employee obsolescence/out-dated –
Technical advancements, cultural changes, new
systems, computerization
2. Career plateaus
Need for education and training programs
3. Employee Turnover
Development plan for new employees
9. 9
Importance of Training
Maintains qualified products / services
Achieves high service standards
Provides information for new comers
Refreshes memory of old employees
Achieves learning about new things; technology,
products / service delivery
Reduces mistakes - minimizing costs
Opportunity for staff to feedback / suggest improvements
Improves communication & relationships - better
teamwork
10. 10
Benefits of Training
Most training is
targeted to ensure
trainees “learn”
something they
apply to their job.
11. 11
What is Training?
Training is a systematic process through
which an organization’s human resources
gain knowledge and develop skills by
instruction and practical activities that result
in improved corporate performance.
12. 12
Differences between Training,
Education & Development
Training is short term, task oriented and targeted
on achieving a change of attitude, skills and
knowledge in a specific area. It is usually job
related.
Education is a lifetime investment. It tends to be
initiated by a person in the area of his/her interest
Development is a long term investment in human
resources.
13. 13
The ASK Concept
If we follow the GAP concept, training is simply
a means to use activities to fill the gaps of
performance between the actual results and the
expected results.
This GAP can be separated into 3 main themes
1. Attitude
2. Skills
3. Knowledge
14. 14
Exercise 2
Rank ASK by difficulty to develop in people
Attitude
Skills
Knowledge
•Easy
•Moderately difficult
•Most difficult
15. 15
Five Principles of Learning
Participation: involve trainees, learn by doing
Repetition: repeat ideas & concepts to help
people learn
Relevance: learn better when material is
meaningful and related
Transference: to real world using simulations
Feedback: ask for it and adjust training
methods to audience.
16. 16
A Systematic Approach
to Training
Key Concepts in Preparing a Training Plan
Before you train and develop people identify what:
They must know - before they can perform job
They should know - to improve performance
Would be nice for them to know – but not
necessary to perform duties.
17. 17
Model of the Training Process*
Assessment Stage Training Stage Evaluation Stage
Organizational
Needs Assessment
Task Need Assessment
Development of
Training Objectives
Design & Select
Procedures
Measure Training
Results
Development of
Criteria for Training
Evaluation
Train Compare Results to
Criteria
Feedback
*Goldstein, I. (2002) Training in Organizations 4th Ed.
18. 18
Nine Steps in the Training
Process
1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training
19. 19
1) Assessing Training Needs
Conduct a training needs analysis by either one, or
both, of the following
External approach (company, guests, society)
Internal approach – using a staff opinion survey.
20. 20
Exercise 3
Imagine you are the manager of a factory
with 500 workers making ice cream for
export to Europe.
What information and evidence do you need
before you can say the employees need
training?
Try to list 5 ideas.
21. 21
Response to exercise 3
Accidents report
Sick leave report
Employee compensation
statistics
Product quality control
report
Wastage report
Efficiency report
Machinery out-of-order
report
Staff discipline report
Staff enquiries &
complaints
Guests complaints
Refusal of orders made
Quality of product report
Market needs & trends
Demographic data &
background of employees
22. 22
2) Preparing Training Plan
Consider whether to design a long (5-10 years),
medium (3-5 years) or short (1 year) term
plan.
Ask your self “What are we going to achieve
in the time period?”
Use a holistic approach by using a calendar
for inputting your training activities.
23. 23
Training Calendar Example
1 2 3 4 5 6 7...
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
…
Training Area Month in the year
24. 24
Individual Plans
For individual personalized training, we must
assess the trainees’ weakness and strengths
first before setting up appropriate programs.
Training areas maybe tailor-made.
Trainee should receive an individual timetable
for self progress.
25. 25
3) Specifying Training Objectives
Training Objectives must be specific & measurable.
Why? Very difficult to measure effectiveness after
course is finished.
What should trainees be able to accomplish after
participating in the training program?
What is the desired level of such accomplishment,
according to industry or organizational standards?
Do you want to develop attitudes, skills, knowledge or
some combination of these three?
26. 26
4) Designing the
Training Program(s)
1. Program duration
2. Program structure
3. Instruction methods
4. Trainers qualification
5. Nature of trainees
6. Support resources –
materials, OHP,
classroom
7. Training location &
environment
8. Criteria & methods
for assessing
participant learning
and achievement
9. Criteria & methods
for evaluating the
program
27. 27
5) Selecting Instructional Methods
Note: This is the most important step
On-the job-training (OJT)
learn while you’re working
Off -the job-training
In house, training or classroom
External, consultancies or attending external classes
Independent bodies, such as government talks
Distance learning, from books or notes
Computer-assisted learning
Interactive-video training
Video conferencing, same as classroom except teachers and
students are in different locations.
28. 28
Exercise 4
Imagine you are the training manger of a hotel that
will open next year. Your GM asks you to develop a
training program that aims to boost the team spirit of
the newly formed Executive Committee Members.
Your GM suggests you organize a two-day course in a
resort location from 9 to 5 for both days.
Your task is to suggest 3 training methods that suit the
training theme described above.
Hint: this is attitude, not skills nor knowledge training
29. 29
Response to exercise 4
Remember your training
theme was to change the
individuals attitudes
Employ exercises that
trainees can:
Participate in
React to
Provide feedback in
Receive inspiration to
move on
Suitable training methods
you might have listed:
Role-play
Games
Simulation exercises
Discussion/debate formats
Experiential exercises
Self evaluation (e.g. video
tape trainees performance
& let them evaluate their
own behaviors).
30. 30
6) Completing the Training Plan
Target group – assess your audience
Topic – task, skill or attitude ingredient
Method – direct (one way communication) or
indirect (discussion, games, experimental
exercises…). Important as evaluation of trainees
usually lies on the perception on what they did in
the training session
Time – length, period, breaks important to consider
Location – away from the office?
31. 31
7) Implementing the Training
Program
Besides trainers qualifications and experience:
Participant selection
Group comfort - physical & psychological
Trainer enthusiasm & skills
Effective communication
Feedback mechanism
The need to learn new training skills
Preparation by trainers
32. 32
8) Evaluating the Training
Three Levels of Evaluation
1. Immediate Feedback
Survey or interview directly after training
2. Post-Training Test
Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
Conducted by immediate supervisors of
trainees
33. 33
9) Planning Future Training
Last step in the training process
After taking all evaluated comments, trainers
should modify the programs to keep good
things and make suggested improvements
Remember, even with the same topic for
different trainees, trainers should address many
parts of the training process again and consider
new approaches.
34. 34
A Training Lesson Plan
Topic
Summary of Key Points
Training Objectives
Duration of Each Activity in Each Session
Training Contents
Training Methods / Activities
Break(s)
Exercise to Warm Up
Questions to test Understanding
Conclusion
35. 35
e.g. New Employee Orientation
Time Topic Method Activity
9:00-9:30 AM Welcome Speech
by GM
Speech Talk & hand shake
9:30-10:00 AM Intro to Company
Background
Slide
Presentation
Slide Show &
Video Tape
3:00-4:00 PM Fire Safety Talk Security
Manager
Fire Drill &
Equipment
36. 36
References
Anthony W.P., Kacmar, K.M., Perrewé, P.L. (2002) Human
resource management: a strategic approach, 4th ed. Fort
Worth : Harcourt College Publishers.HF5549 .A866 2002
Goldstein, I. L., Ford J.K. (2002) Training in
organizations : needs assessment, development, and
evaluation, 4th ed. Belmont, CA . HF5549.5.T7 G543 2002
Greer, C.R. (1995) Strategy and human resources – a
general managerial perspective, Prentice Hall.
Riley, Michael, (1996) Human resource management in
the hospitality and tourism industry, 2nd ed. Oxford ;
Boston : Butterworth-Heinemann. TX911.3.P4 R55 1996