Designing Effective Training
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The document discusses the process of designing effective training programs, outlining 7 steps from conducting a needs assessment and analysis to determine what training is needed, to designing the training, developing the materials, implementing it, and evaluating whether the training was effective and met organizational goals. It also provides examples comparing developing a training program to building a house, from assessing what is needed to designing blueprints to implementing and observing how the "house" or training functions.
Designing Effective Training
- 2. Caselet • Imagine sitting at your desk. The phone rings. It's your boss. You've just been tasked with an electronic health record (EHR) training initiative involving nearly 10,000 learners-and you have 11 months before "go live." Your mind races. • That's how Jane Dowd felt when she received similar news. Dowd serves as chief learning officer at Evanston Northwestern Healthcare (ENH) in Evanston, IL. ENH is an integrated, academic healthcare system comprised of three hospitals, 851 beds, and 65 group practices housed in more than 50 different locations.
- 3. • "When I first found out, I got an ache in my stomach," she admits. "At the time, none of us really understood what it meant to implement an electronic health record. We didn't know yet who would be impacted and to what degree." Even with 18 years of experience in training and organizational development and a master's degree in education, Dowd was shocked at the task's enormity. But she got the job done. • With full support from hospital administration, Dowd and her team implemented an award-winning software education and communications initiative. It included eight modules, 51 courses, 12,382 training encounters, and 7,886 learners, including 1,287 physicians. The initiative played a key role in ENH's successful implantation of the ambitious EHR system.
- 4. Training Design Process Conducting Needs Assessment Ensuring Employees’ Readiness for Training Creating a Learning Environment Ensuring Transfer of Training Developing an Evaluation Plan Selecting Training Method Monitoring and Evaluating the Program
- 5. • Step 1 & Step 2 ------ Related to Analysis • Step 3, Step 4 , Step 5 ------ Related to Design • Step 6----- related to implementation • Step 7--------Related to Evaluation
- 6. 1. Needs Assessment and Analysis • Do You Need a House? • What Type of House?
- 7. • When you build a house, you don't just break out the lumber and nails and start pounding. • First you ask questions: Why do we need a house? What kind of house? Who will live there?
- 8. • When starting to work on a training program, you should ask similar questions: Does your organization really need training, or will a written communication do? If training is necessary, who needs it? What do they need to learn? How will they best learn?
- 9. • A needs assessment and analysis will answer these questions. • "Find out what type of a house you need so you don't waste time building a mansion when you need a two-flat.
- 10. 2. Design Draw the Blueprint • Create the blueprint showing what the house will look like and what raw materials are required.
- 11. • What is the scope of training required (e.g., how much content, what level of complexity)? • Who is the audience (e.g., their experience, job requirements, biases, PC skills, learning preferences)? • How many learners must be instructed? • What resources are available (e.g., trainers, facilities, computers, online resources, manuals, quick-reference guides)?
- 12. 3.Development Build the House • Now build your program by producing the course materials-quick-reference guides, online courses, classroom-style courses, overheads, as required-using the right people with the right tools.
- 13. • Select your trainers, invest in them, write materials, and rehearse. The right instructor makes all the difference. All the beautiful content can be blown out of the water with a bad instructor. Not everyone is meant to be a classroom trainer.
- 14. 4.Implementation Move in and Observe • Finally, it's time to move into your new house. The first few weeks feel like a test. You open and close the doors, operate the dishwasher, and arrange the furniture.
- 15. • Before going live with training, perform a test run. You can beta test with a few real trainees, some experts, and other instructional designers; pilot test (a dress rehearsal) with real trainees as the audience; or reviewer test, where participants look at the courses through the eyes of the end-user
- 16. • Then it's time to go live and track who registered, took the courses, and passed the tests. This step is critical, but often forgotten
- 17. 5. Evaluation Is the House Functional? • Look back and see how it went. Do you need to move a wall? Redecorate? Similarly, how did training go? Did it work? Was it worth the investment? Did learners like instructors and course materials? Were business goals met?
- 18. SMALL ACTIVITY Level Types of Training 1. Workers 2. Supervisors 3. Staff members 4. Managers and executives
- 19. Classification of Training Programs Level Types of Training 1. Workers Introduction Job training Craft training Special purpose training 2. Supervisors Induction Foremanship/Shop-floor supervision Manpower Management 3. Staff members Introduction Professional Technical Human relations 4.Managers and executives Induction Executive training Training in executive development