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Format: Layer, Start, End, Style, Name, MarginL, MarginR, MarginV, Effect, Text
Dialogue: 0,0:00:06.00,0:00:09.78,Default,,0000,0000,0000,,Welcome again! In this module,\Nwe'll cover approaches to training
Dialogue: 0,0:00:09.78,0:00:14.04,Default,,0000,0000,0000,,and development, two practices\Nrun by human resource departments
Dialogue: 0,0:00:14.04,0:00:17.79,Default,,0000,0000,0000,,that have a profound impact\Non improving employee performance.
Dialogue: 0,0:00:18.38,0:00:22.46,Default,,0000,0000,0000,,We will begin by defining and describing\Nthe training and development process
Dialogue: 0,0:00:22.76,0:00:25.04,Default,,0000,0000,0000,,and the many forms that these may take.
Dialogue: 0,0:00:25.61,0:00:29.43,Default,,0000,0000,0000,,We will also identify some human\Nresource management training initiatives
Dialogue: 0,0:00:29.67,0:00:32.97,Default,,0000,0000,0000,,that you can bring to your own\Norganizational practice.
Dialogue: 0,0:00:33.50,0:00:36.32,Default,,0000,0000,0000,,Finally, we'll review\Nhow career-planning methods
Dialogue: 0,0:00:36.32,0:00:39.48,Default,,0000,0000,0000,,can be used\Nto improve management development.
Dialogue: 0,0:00:39.84,0:00:42.64,Default,,0000,0000,0000,,By the end of this module,\Nyou will have a greater sense
Dialogue: 0,0:00:42.64,0:00:46.56,Default,,0000,0000,0000,,of how training and development\Ncan be conducted using a range
Dialogue: 0,0:00:46.56,0:00:48.92,Default,,0000,0000,0000,,of supplementary tools and resources.
Dialogue: 0,0:00:49.90,0:00:52.77,Default,,0000,0000,0000,,As you go through the module,\Ntry to remember how you learned
Dialogue: 0,0:00:52.77,0:00:55.39,Default,,0000,0000,0000,,some of the skills\Nthat you have now mastered.
Dialogue: 0,0:00:55.69,0:00:58.92,Default,,0000,0000,0000,,Was it through onboarding,\Nmanuals and workbooks,
Dialogue: 0,0:00:59.20,0:01:01.60,Default,,0000,0000,0000,,or via information sharing with peers?
Dialogue: 0,0:01:02.29,0:01:05.67,Default,,0000,0000,0000,,At the same time, when you incorporate\Na new employee to your team,
Dialogue: 0,0:01:05.67,0:01:08.83,Default,,0000,0000,0000,,do you have a specific training program\Nthat they go through?
Dialogue: 0,0:01:09.44,0:01:12.47,Default,,0000,0000,0000,,If you observe that an employee\Nhas potential for growth,
Dialogue: 0,0:01:12.80,0:01:15.76,Default,,0000,0000,0000,,do you help them determine\Nwhere their strengths lay?
Dialogue: 0,0:01:16.13,0:01:19.52,Default,,0000,0000,0000,,Do you have established programs\Nfor development?
Dialogue: 0,0:01:19.75,0:01:21.95,Default,,0000,0000,0000,,These are all good questions to consider.
Dialogue: 0,0:01:22.75,0:01:26.23,Default,,0000,0000,0000,,One of the most common approaches\Nto learning the what and the how
Dialogue: 0,0:01:26.52,0:01:29.16,Default,,0000,0000,0000,,of a job is through informal training.
Dialogue: 0,0:01:29.16,0:01:33.19,Default,,0000,0000,0000,,Although it is considered underutilized\Nbecause it's not part of formal training
Dialogue: 0,0:01:33.19,0:01:36.73,Default,,0000,0000,0000,,and development practices in firms,\Nthe reality is that employees
Dialogue: 0,0:01:36.73,0:01:40.88,Default,,0000,0000,0000,,learn and get good at their jobs\Nby observing the experts around them,
Dialogue: 0,0:01:41.35,0:01:44.83,Default,,0000,0000,0000,,asking questions\Nwhen they're not certain about a process,
Dialogue: 0,0:01:45.47,0:01:49.71,Default,,0000,0000,0000,,and even crafting their jobs in a way\Nthat is consistent with expectations,
Dialogue: 0,0:01:49.94,0:01:52.70,Default,,0000,0000,0000,,yet provides meaning and\Nfulfillment for themselves.