Systematic Approaches to Training and Development

Sections of This Topic Include:

Benefit of Systematic Approaches to Training
Basic Overview of Some Systematic Approaches to Training
Similarity Between Systematic Training and Employee Performance Management

Benefit of Systematic Approaches to Training

Many of us assume that we already have good training for ourselves and our employees After all, we answer our employees' questions as they have them. We send our employees to a course once in a while. Sure, our approach to training isn't intentional, that is, planned and focused. But our employees seem to be doing their jobs without have any real problems.

Unfortunately, we don't know what we don't know. It may be that our employees could be performing much better than we realize if they had better skills. It might be that we supervisors could get back a lot of time that otherwise is spent answering our employees' questions. We might retain our employees much longer, as well. Addressing this possibility isn't a "what if" question, it's a primary responsibility of a supervisor.

Adopting a systematic approach to training helps ensure that supervisors are getting the most out of themselves and their employees. A systematic approach to training includes taking the time to analyze what results the organization needs from its employees, if employees are accomplishing those results, and what training and development approaches are needed by employees to better accomplish those results. A systematic approach includes evaluating approaches before, during and after training to ensure employees truly benefited from the training in terms of enhanced results to the organization.

Effective training and development includes using sound principles of performance management and good, basic training techniques.

Basic Overview of Some Systematic Approaches to Training

The following manuals outline systematic training processes. A systems approach ensures a comprehensive training process that remains focused on the needs of the organization. The process typically includes the phases:

Analyze the organization's needs and identify training goals which, when reached, will equip learner's with knowledge and skills to meet the organization's needs. Usually this phase also includes identifying when training should occur and who should attend as learners.
Design a training system that learners and trainers can implement to meet the learning goals; typically includes identifying learning objectives (which culminate in reaching the learning goals), needed facilities, necessary funding, course content, lessons and sequence of lessons.
Develop a training "package" of resources and materials, including, e.g., developing audio-visuals, graphics, manuals, etc.
Implement the training package, including delivering the training, support group feedback, clarifying training materials, administering tests and conducting the final evaluation. This phase can include administrative activities, such as copying, scheduling facilities, taking attendance data, billing learners, etc.
Evaluate training, including before, during and after implementation of training.

In a systematic approach to training, each phase of the process produces results needed by the next phase. For example, the training analysis phase produces learning goals that are used by the next phase, training design. Training design (often called instructional design) references the goals to design methods and materials from which learners can reach the goals and objectives. Typically, each phase provides ongoing evaluation feedback to other phases in order to improve the overall systems process.
Instructional System Design (ISD) (complete manual to implement ISD)
Alternative Systematic Approaches to Training
Instructional Design Models (rather academic, but still accessible)
Instructional Design Resources

Similarity Between Systematic Training Process and Performance Management Process

Readers who have read Performance Management: An Overview in this library will note the similarity between the processes of systematic training and performance management. The results from implementing the two processes are highly integrated as well. That's why if a supervisor uses good principles of performance management then training and development can be a straightforward activity which almost always contribute to the organization's bottom line.

The performance management process is repeated below from the library section, Performance Management. When reviewing the steps below, think of the word "domain" as applying to the employee being trained. Comments are added in italics. The words "employee" and "learner" are used interchangeably.

Review organizational goals to associate preferred organizational results in terms of units of performance, that is, quantity, quality, cost or timeliness (note that the result itself is therefore a measure) - Reviewing these goals will prepare the supervisor and employee for soon ensuring that training produces useful results for the organization. Implementing a good training plan will produce results for the organization.
Specify desired results for the domain -- as guidance, focus on results needed by other domains (e.g., products or services need by internal or external customers) - The training process should have specific learning goals to accomplish which, in turn, help the learner accomplish specific results.
Ensure the domain's desired results directly contribute to the organization's result -- A good training plan must be geared to help the employee produce specific results, which in turn, directly contribute to results needed by the organization
Weight, or prioritize, the domain's desired results - Knowing what range of results are needed from the employee and which are the most important, helps the supervisor and employee to pick what training is needed and when.
Identify first-level measures to evaluate if and how well the domain's desired results were achieved - This refinement of expected results from the employee helps the supervisor and employee to ensure that training is highly focused on results for the employee -- and organization. this step is similar to setting standards against which the training will be evaluated
Identify more specific measures for each first-level measure if necessary - This step is similar to setting up-front training goals in the training plan, and associating measures from which the effectiveness of training can later be evaluated.
Identify standards for evaluating how well the desired results were achieved (e.g., "below expectations", "meets expectations" and "exceeds expectations")
Document a performance plan -- including desired results, measures and standards - This is similar to developing the training plan, with preferred training goals and measures.
Conduct ongoing observations and measurements to track performance - The training plan is implemented and includes ongoing evaluation before, during and after carrying out training methods.
Exchange ongoing feedback about performance - Effective training requires ongoing feedback between learners and trainer.
Conduct a performance appraisal (sometimes called performance review) - Effective training includes evaluation to judge the quality of the training itself and identify what results were achieved by learners.
If performance meets the desired performance standard, then reward for performance (the nature of the reward depends on the domain) - Hopefully, the learning experience includes time to acknowledge successes and the trainers' and learners' roles in those successes.
If performance does not meet performance standards, develop or update a performance development plan - A good training plan will include measures for noting changes in the employee's performance. If improvement is needed, a performance plan should be updated or started, and may include cause for more training. Likewise, the trainer should review results of learners' evaluations to improve the quality of his or her training design.

Also see:

Analysis (Identifying Training Goals)
Designing Methods and Materials
- - - Distance Learning (methods and resources)
- - - Online Learning
- - - Training Room Design
Developing Methods and Materials
Implementing Training
- - - Selecting a Trainer
- - - If You Do the Training
Evaluating Training
Framework for a Formal, Systematic Training and Development Plan

For the Category of Training and Development:

Recommended Books

Basics and General Information

Orienting and Training Employees

Basics and General Information

Field Guide to Leadership and Supervision in Business: by Carter McNamara, published by Authenticity Consulting, LLC. Provides step-by-step, highly practical guidelines to recruit, utilize and evaluate the best employees for your business. Includes guidelines to effectively lead yourself (as Board member or employee), other individuals, groups and organizations. Includes guidelines to avoid burnout -- a very common problem among employees of small businesses. Many materials in this Library's topic about staffing are adapted from this book.

Field Guide to Leadership and Supervision With Nonprofit Staff: by Carter McNamara, published by Authenticity Consulting, LLC. Provides step-by-step, highly practical guidelines to recruit, utilize and evaluate the best staff members for your nonprofit. Includes guidelines to effectively lead yourself (as Board member or staff member), other individuals, groups and organizations. Includes guidelines to avoid burnout -- a very common problem among nonprofit staff. Many materials in this Library's topic about staffing are adapted from this book.

The following books are recommended because of their highly practical nature and often because they include a wide range of information about this Library topic. To get more information about each book, just hover your cursor over the image of the book. A "bubble" of information will be displayed. You can click on the title of the book in that bubble to get more information, too.