Part 2 LEARNING STYLES; DEVELOPMENT OF TRAINING Assignment Overview 3 pages Overview of the Project that spans four sections As you complete the four assignments in this class, you are preparing, section by section, one large project. You will practice what you have learned by planning a training program following the ADDIE model. CONTINUE with same subject from Assignment 82139978 ADDIE Model Figure 1 presents a summary of the ADDIE model that will create a structured plan for the instructional designer to impart online knowledge and skills to college admission supervisors who will be responsible for training the new students enrolled at the institution. Section 2Development ASSIGNMENT Continue with the training topic you selected part 1 paper. Walk through, step by step, the Development phase of the ADDIE model, covering everything in detail. Be as specific as possible. If there is unknown information, make logical assumptions to fill in the information needed and include a section in your paper showing the assumptions you made. Bring in at least one source found outside of your course materials to help build your paper (be sure to cite sources). Phase: Development a. Create a sample (Have a friend act as a client to review your work) b. Develop course materials c. Conduct a run-thru (with a friend and assess their feedback) Background LEARNING STYLES; DEVELOPMENT OF TRAINING Learning Styles Understanding learning styles is an important component to any training program. For our purposes, we will utilize a widely accepted learning style model. Effective trainers try to develop training to meet three different learning styles of trainees: Visual learner. A visual learner usually has a clear picture of an experience. A visual learner often says things such as, I can see what you are saying or This looks good. A visual learner is best reached using graphics, pictures, and figures. Auditory learner. An auditory learner learns by sound. An auditory learner might say, If I hear you right or What do you hear about this situation? The auditory learner will learn by listening to a lecture or to someone explaining how to do something. Kinesthetic learner. A kinesthetic learner learns by developing feelings toward an experience. These types of learners tend to learn by doing rather than listening or seeing someone else do it. This type of learner will often say things such as, This feels right. Click on the video below to learn more about Teaching StrategiesLearning Styles: heritagecollegevideo. (2009, December 14). Teaching strategiesLearning styles [Video file]. Retrieved from https://www.youtube.com/watch?v=oNxCporOofo Most individuals use more than one type of learning style, depending on what kinds of information they are processing. For example, in class you might be a visual learner, but when learning how to change a tire, you might be a kinesthetic learner. When you are learning about your spouses bad day, you might be an audio learner. Steps in Training an Employee Effective companies have training in place to make sure employees can perform their jobs. During the recruitment and selection process, the right person should be hired to begin with. But even the right person may need training in how your company does things. Lack of training can result in lost productivity, lost customers, and poor relationships between employees and managers. It can also result in dissatisfaction, which means retention problems and high turnover. All these are direct costs to the organization. In fact, a study performed by the American Society for Training and Development (ASTD) found that 41 percent of employees at companies with poor training planned to leave within the year, but in companies with excellent training, only 12 percent planned to leave. To reduce some costs associated with not training or undertraining, development of training programs can help with some of the risk. For effective employee training, there are four steps that generally occur. First, the new employee goes through an orientation, and then he or she will receive in-house training on job-specific areas. Next, the employee should be assigned a mentor, and then, as comfort with the job duties grows, he or she may engage in external training. Employee training and development is the process of helping employees develop their personal and organization skills, knowledge, and abilities. Employee Orientation Employee orientation is the process used for welcoming a new employee into the organization. The importance of employee orientation is two-fold. First, the goal is for employees to gain an understanding of the company policies and learn how their specific job fits into the big picture. Employee orientation usually involves filling out employee paperwork such as I-9 (employment eligibility verification form) and W-4 (employee withholding tax form). The goals of an orientation are as follows: 1. To reduce start-up costs. If an orientation is done right, it can help get the employee up to speed on various policies and procedures, so the employee can start working right away. It can also be a way to ensure all hiring paperwork is filled out correctly, so the employee is paid on time. 2. To reduce anxiety. Starting a new job can be stressful. One goal of an orientation is to reduce the stress and anxiety people feel when going into an unknown situation. 3. To reduce employee turnover. Employee turnover tends to be higher when employees dont feel valued or are not given the tools to perform. An employee orientation can show that the organization values the employee and provides tools necessary for a successful entry. 4. To save time for the supervisor and coworkers. A well-done orientation makes for a better prepared employee, which means less time having to teach the employee. 5. To set expectations and attitudes. If employees know from the start what the expectations are, they tend to perform better. Likewise, if employees learn the values and attitudes of the organization from the beginning, there is a higher chance of a successful tenure at the company. Some companies use employee orientation to introduce employees not only to the company policies and procedures but also to the staff. This can create a welcoming environment, besides giving new employees the opportunity to ask questions and be provided with the information they need. Click the video below for a discussion of Ciscos New Employee Orientation program. Cisco. (2015, August 10). Cisco: New employee orientation and onboarding [Video file]. Retrieved from https://www.youtube.com/watch?v=9zJtTCpAPnQ. Standard YouTube license. In-House Training In-house training programs are learning opportunities provided by the employer. This is usually the second step in the training process and often is ongoing. In-house training programs can be training related to a specific job, such as how to use a particular kind of software. In a manufacturing setting, in-house training might include an employee learning how to use specific machinery. Many companies provide in-house training on various HR-related topics as well, meaning it doesnt always have to relate to a specific job. Some examples of in-house training include the following: Ethics training Sexual harassment training Multicultural training Communication training Management training Customer service training Basic skills training Mentoring Soon after the new employee has completed orientation and has started or finished in-house training, companies see the value in offering mentoring opportunities as the next step in training. Sometimes a mentor may be assigned during in-house training. A mentor is a trusted, experienced advisor who has direct investment in the development of an employee. A mentor may be a supervisor, but often a mentor is a colleague who has the experience and personality to help transfer knowledge and guide someone through processes. While mentoring may occur informally, a mentorship program can help ensure the new employee not only feels welcomed but is paired up with someone experienced and can help guide the new employee through any on-the-job challenges. To work effectively, a mentoring program should become part of the company culture; in other words, new mentors should receive in-house training to be a mentor. Mentors are selected based on experience, willingness, and personality. IBMs Integrated Supply Chain Division, for example, has successfully implemented a mentorship program. The companys division boasts 19,000 employees and half of IBMs revenues, making management of a mentorship program challenging. However, potential mentors are trained and put into a database where new employees can search attributes and strengths of mentors and choose the person who closely meets their needs. Then the mentor and mentee work together in development of the new employee. We view this as a best practice, says Patricia Lewis-Burton, vice president of human resources, Integrated Supply Chain Division. We view it as something that is not left to human resources alone. In fact, the program is imbedded in the way our group does business. Some companies use short-term mentorship programs because they find employees training other employees to be valuable for all involved. Starbucks, for example, utilizes this approach. When it opens a new store in a new market, a team of experienced store managers and baristas are sent from existing stores to the new stores to lead the store-opening efforts, including training of new employees. External Training External training includes many training opportunities that are not performed in-house. External training is often offered throughout the employees time with the employer. It can include sending an employee to a seminar to help further develop leadership skills or helping pay tuition for an employee who wants to take a college course related to their careers. To be a Ford automotive technician, for example, you must attend the Ford ASSET Program, which is a partnership between Ford Motor Company, Ford dealers, and select technical schools. Click on the video below to learn about the Ford ASSET Program. NewFordTech. (2014, January 22). Ford technical career entry programs [Video file]. Retrieved from Standard YouTube license. Phase 3 of the ADDIE Model: Development Click the video arrow below for an overview of the Development phase of the ADDIE model. Gardner, J. [jclarkgardner]. (2011, September 25). The ADDIE development phase [Video file]. Retrieved from Standard YouTube video license. Assignment 2 Wrap-Up: In the first assignment we reviewed an overview of the training function, the ADDIE model of instructional design, as well as the first two phases of the modelAnalysis and Design. In Assignment 2 we explored the areas of learning styles as well as the ADDIE phase of Development. Talent Development is often the inclusive heading that includes this important training and development field. We hope you realize that the training and development area is one of the most critical areas of responsibility that HR professionals are charged with. It seems nearly everyone in the HR field at one time or another has been a trainer or instructional designer. Cisco. (2015, August 10). Cisco: New employee orientation and onboarding [Video file]. Retrieved from Standard YouTube license. Gardner, J. [jclarkgardner]. (2011, September 25). The ADDIE development phase [Video file]. Retrieved from Standard YouTube video license. HACC Central Pennsylvanias Community College. (2015, September 21). How to study for your learning style [Video file]. Retrieved from Standard YouTube video license. heritagecollegevideo. (2009, December 14). Teaching strategiesLearning styles [Video file]. Retrieved from NewFordTech. (2014, January 22). Ford technical career entry programs [Video file]. Retrieved from Standard YouTube license. The VARK questionnaire: How do I learn best? (2017). Retrieved from ___________________________________________ Sources used to develop this section: Chapter 8: Training and development. In Beginning of Human Resources (). Retrieved from CC BY license. Branham, L. (2005). The 7 Hidden Reasons Why Employees Leave (New York: American Management Association), pp. 1125. Thompson, A. (2011). Starbucks Corporation. Retrieved from Witt, C. (2005). Serious leadership: IBM builds a successful mentoring program. Retrieved from Material Handling & Logistics at
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