Learning and Performance: A Systemic Model for Analysing Needs and Evaluating Training

Description

Changing work roles, greater emphasis on individual autonomy, the growing importance of relationships, the complexity of many businesses; all these things call into question the prevailing approach to training needs analysis and evaluation, which still tends to be based on a simple gap analysis between job requirements and an employee's knowledge and skills. Bryan Hopkins's Learning and Performance takes a systemic approach to workplace performance, training needs and the basis on which we can analyse them and evaluate the subsequent training. The author's approach offers a model for HR and training departments that is relevant and sufficiently sophisticated for today's workplaces. As with all his books, Bryan Hopkins combines a complete understanding of learning and organisational theory with pragmatic examples, ensuring a book that will be read and applied in equal measure. Cover Title Copyright Dedication Contents List of figures List of tables Cover illustration Preface Acknowledgements List of abbreviations 1 What is this book about? Why is the approach within this book different? How can a systems approach lead to better training? How is this book organised? Notes 2 What is systems thinking? Systems thinking – just what we do Cartesian thinking in management The trap of Cartesian thinking Modern ideas of systems thinking What is a ‘system’? The key characteristics of a system Summary Notes 3 Analysing training needs What is a training needs analysis? Why do a needs analysis? Challenges to the needs analysis process Levels of analysis Processes for carrying out a needs analysis Summary Notes 4 Evaluating training Why evaluate? How often is training evaluation done? What are the barriers to evaluating training? The Kirkpatrick framework The return-on-investment model The organisational elements model The Success Case Method Summary Notes 5 Key concepts in systems thinking Do systems exist? Classifying systems approaches Open and closed systems Feedback Emergence Causality Linearity and non-linearity Appreciation and the dynamics of time Requisite variety Single- and double-loop learning Complexity theory Wicked problems Summary Notes 6 Tools to help systems thinking Diagramming System Dynamics The Viable System Model Social Network Analysis Soft Systems Methodology Critical Systems Heuristics Summary Notes 7 How do people learn? Ideas about learning Formal and informal learning How can formal learning be delivered? Limitations of formal learning programmes How does informal learning happen? The limitations of informal learning Integrating formal and informal learning Summary Notes 8 Systemic approaches to analysing training needs How a systemic needs analysis works Case study 1: Weknow Consulting Case study 2: the Advanced Technology Procurement Agency Summary Notes 9 Specifying learning activities Improving the likelihood of learning transfer Auditing the learning transfer system Encouraging informal learning Integrating formal and informal learning Summary Notes 10 Systemic approaches for evaluating training Why use systemic approaches to evaluate training? A systemic model for training evaluation Establishing a learning evaluation policy Carrying out formative evaluations Carrying out summative evaluations An evaluation case study: what happened at ATPA? Summary Notes 11 Bringing it all together Index