Learning and Performance A Systemic Model for Analysing Needs and Evaluating Training 1st Edition by Bryan Hopkins ISBN 1315412233 9781315412238

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Product details:

ISBN 10: 1315412233

ISBN 13: 978-1315412238

Author:  Bryan Hopkins 

Learning and Performance: A Systemic Model for Analysing Needs and Evaluating Training 1st Edition: 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.

 

Learning and Performance: A Systemic Model for Analysing Needs and Evaluating Training 1st Edition Table of contents:

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

 

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