Subject: task8 discussion: necessity of training
Author: A
Reflecting on the statement about ‘avoiding training’ when it comes to human resource development, it really does make you wander if people can learn a job skill through self-learning material, even considering the five alternatives mentioned by Rothwell and Kazanas (Suzuki, 2004: 16). I think this is the challenge that instructional designers must consider if they were to develop such material and the five alternatives. I would have to say that I am for the idea to avoid training but with conditions, especially when I look at the type of work and training workshops the department I work for, Centre for Flexible and Distance Learning (CFDL) conducts at the University of the South Pacific (USP).
To explain this view I would have to think about the Moodle training workshops we conduct for lecturers and support staff. There are four separately organized workshops, the first being an introduction to Moodle, and the other three covering administration, assessment and interaction. We have been conducting Moodle training workshops since 2007 and there have been lecturers who have taken the introductory session more than twice. It makes you question and evaluate the training material which has lead to many revisions, in regards to the delivery of the workshop. It has gone to being offered face-to-face then blended and reverted to face-to-face.
When going through the list of limitations by Lee & Owens (Suzuki, 2004: 6), it all rang true and it outweighed the advantages. We would find lecturers canceling or not showing up to the workshops (even when morning tea or lunch was provided). They would find that the time and date became difficult to attend when important meeting came ?up. There were some members who were able to follow easily, and few who needed extra attention which made it seem like there were 2 different sessions going on. We often find ourselves turning lecturers away because of our limit on participants but it is annoying when, those who did sign ?up cancel in the last minute. I almost found it humorous when it mentioned the “lack of transfer to the workplace”, since we still find that after a while though they have their Moodle shells they don’t do much with it, because they are just too busy.
So naturally it makes you wander about other strategies such as EPSS and KMS, to incorporate developing skills in their daily work rather than rely on instructors and training workshops. In order for it to work, the department needs a bit more leverage in implementing such a program so that people feel comfortable and motivated to upgrade their skills or learn something new. The five alternatives, particularly a reward system would help motivate people or staff to become innovative. This of course relies on the ID processes in developing such a course and that the human resource department and Senior Management team provide full support to these training programs. It also means that what is being introduced is straight to the point and not too time-consuming. However it is also not healthy for an organization like USP to threaten people into training and making it mandatory which can cause resentment. That is why a strategic and realistic time-frame should be made aware to employees and senior management or lecturers, so that they can set goals for themselves in the workplace and take up relevant courses.