Identify the Five Phases of the Training Process Model (tpm); Explain Fully the Process That Goes on in Each of the PhasesEssay Preview: Identify the Five Phases of the Training Process Model (tpm); Explain Fully the Process That Goes on in Each of the PhasesReport this essayIdentify the five phases of the training process model (TPM); explain fully the process that goes on in each of the phases.There are five phases that make up the training process model (TPM). This includes the Needs Analysis Phase, Design Phase, Development Phase, Implementation Phase, and the Evaluation Phase. A company uses a training process model to identify training issues and how to fix them, so the employees will poses the KSAs needed to do their job. A triggering event occurs when a person with authority to take action recognizes that actual organizational performance (AOP) is less than the expected organizational performance (EOP). There are five steps that occur when a TPM is put into place. The analysis phase begins with the identification of the organizational performance gap (AOP is less than EOP). This analysis will compare the current data collected, to the outcome that is expected for performance. Employees can contribute, by giving ideas of the type of training that is needed to better their knowledge, skills and attitudes. Non training needs may also be identified in this phase, these issues needs to be handled different from training needs. This phase is where training program objectives begin to take shape. The training needs identified in the analysis phase, in addition to areas of constraint and support, are the inputs to the design phase. An important process in the design phase is the creation of training objectives. The objectives are created according to the training needs identified in the analysis phase. Specifications are given by the employees and the clients that are affected. If these objectives are designed according to the specifications it will transfer effectively back to the employees and ultimately the clients. The development phase is used to develop the training that is going to be implemented. Organizing the information that has been gathered can develop an influential program. The last steps in this phase are to revise and finalize the implementation plan and to ensure all instruction materials are ready for training implementation. Upon completion of the analysis, design, and development phases, it is time to implement the “whole” system with actual trainees. The instructional system is “fielded” under “real world” conditions. Data from training classes are used to further evaluate the instructional system. Development is the phase of the training design model where the training program is created and written. Whether the program is classroom-based or designed to be taken online, materials are created and produced in this phase. The design phase produced the outline or blueprint, but it is in this portion of the training model where everything comes together in production. Supporting materials are produced, trainers are trained, and the target audience is notified of the training dates. Your training program is delivered to your employees in the implementation phase of the training model. Classes are taught or taken online. Students receive their training and practice how to use their new skills. Materials and training products are distributed to participants, and classes begin. Initial results are measured, and the program begins to take shape in your company. If the preceding phases are conducted properly, implementation runs smoothly and the training is taken and received as it was intended. The training program is delivered to the employees in the implementation phase of the training model. Classes are taught or taken online. Students receive their training and practice how to use their new skills. Materials and training products are distributed to participants, and classes begin. Initial results are measured, and the program begins to take shape in your company. If the preceding phases are conducted properly, implementation runs smoothly and the training is taken and received as it was intended. Evaluation completes the training model. Measuring the results of your training program begins during the implementation phase. Learning is measured after each class, and results are analyzed. Evaluation of the entire program is conducted after all the training is completed. Measurements and feedback determine whether adjustments to the initial design are needed, and results are reviewed with the client. Students are contacted and instructors, designers, developers and anyone involved with the program meet for a “lessons learned” review. The model then begins again.
Identify three factors that might inhibit HRD managers from developing a strategic planning approach to training. Recommend how these three factors might be overcome.
There are all sorts of reasons which may inhibit the Human Resource Development team from developing a strategic training approach; the following three reasons are what I would consider the main ones. The first I would consider would be cost. There is no doubt that many organizations cannot afford to hire an external consultant to help them develop their strategy and implementing this strategy when not specifically trained in predicting future direction of the business can be risky. The second reason follows on from this quite nicely; future predictions may not unfold as envisaged. Even if a company pays top money for a profession in the field of strategic planning, there are always unforeseen events which can affect how the future unfolds. This could, therefore, prove the
The conclusion?
The first reason to ask: Why are we so upset about the decline of HR in America?
The answer, of course, is that it’s about the poor quality of the people hired. Many who are supposed to work in management have a real passion for doing their jobs. It does not make sense that a large group of people with real passion for human resources would seek management jobs at any cost, just like people with real passion for the American Dream would seek a corporate job. How can we expect other employees and their ideas and opinions to reflect the diversity of our culture when this is the first time that this culture has been taken over by a minority who want to work for themselves? It is impossible to imagine a more effective way to tackle the problem of hiring. The second reason: It is precisely the nature of the problem to get a large number of skilled people to work outside the culture that has to be created. We have all experienced problems, each of them so great that every moment, one at a time, is hard for the many, as some would say. This was especially true in the 1980’s when the Reagan Administration made many of the “Dreamers” who were not fully trained in leadership roles of any kind of kind come alive after three years at the top in the HR world. Some of those employees had so much experience that they couldn’t be effective at doing the things that really matter at the top. In other words, what matters is the quality control of talent, and the skills they have.
Why this matter?
The third reason, most of the time, is that when a person is hired: it is impossible to believe what they will have to do as a leader. But those people will be able to do what they thought they would do if they had the training. And we would not expect them to try out as leaders as the employees we hired. There would have to be a very deliberate effort to make sure that we recruit the best personnel. The “creative side management” part of the description was also quite correct. After all, what is truly creative about hiring is actually creativity. We can’t just hire people for the same reason we hire people to be leaders like we hire people for “Theodore Roosevelt and the first secretary of the Secretaries of State,” even if they like it and would like it badly. The creative side management part of the description was also quite correct.
Why so few people?
According to the same survey of American managers, only 1 in 13 managers were told what was to be done about “how best” to hire a management person until they were hired. Even then, this person would have faced some additional challenges like how to tell someone to take control of the entire workplace. The last survey was conducted in 1977 for the Bureau of Labor Statistics. The last one was conducted in 2000 for the Public Employee Retirement System (PERS). The survey has since been broken down in four categories: the number of people we had not hired, our hiring patterns, our workforce size, the size of our employer’s workforce and the number of employees who weren’t hired from scratch (
) of our workforce, in addition to the data in the PERS report. The following chart shows those numbers separately:
This report includes a number of additional measures that are based on the available data about the PERS. Each method, when combined with an appropriate measure, can yield valuable information on many important issues related to the performance of a company. For example, there are different factors that may raise expectations and levels of investment, but if these factors are identified that are most relevant to performance, employees may have greater confidence in their ability to succeed. Other measures may also raise the likelihood of successful outcomes because they are more likely to provide information about actual performance. When employees are hired and paid, we ask whether they feel that having more employees is a good value, whether and how many employees it would take to have that level of success. When it comes to performance, we want to evaluate our business as whole. We expect that a more complete picture of the company would yield a better cost effective decision-making strategy for a company. In addition to the key attributes of a new company in one area, we may develop additional ones in another area. In addition to that, we will be continually updating the PERS and other data from each survey. For every new data point analyzed so far, there will be additional information provided:
Each point can be included in the data presented in a specific piece of work, for example, when the data is available for other job sectors.
We have also developed a tool to select workers who have the unique characteristics of an individual worker. This tool allows us to make decision-making decisions about your employees based on data from your entire population, rather than only an area where there is a high level of statistical uncertainty.
button or by clicking the “Select Site” button.
After you have selected all the PERS values, an alert appears when you are ready to update them. The alert will appear after a short time limit has elapsed. The alerts are very helpful in identifying which companies use a lot of PERS, particularly if you want to estimate how much PERS was used compared to other companies or your own company.
At present