he Theory and Practice of Training is the definitive guide to understanding and implementing effective training. It provides a comprehensive introduction to a wide range of the major instructional and training concepts, and their relation to training in practice. In the sixth edition of this popular text the authors have included a brand new chapter which examines one-to-one training, including key areas such as coaching and mentoring, and e-leaming. Illustrated throughout with real-life examples and numerous figures, the book is underpinned by a range of academic theories and models, making it a thorough and robust guide. Issues examined in detail include the role of training in organizations; proactive and reactive assessment of training needs; analyses for training; competence based training training objectives selecting designing and delivering training training strategies and training methods; validation, evaluation and assessment in training. Written with the newcomer to the training function in mind, this practical and engaging book is as valuable to those seeking to put their training experience into a coherent context as it is to managers who need to understand the role that training can play. About The Author Roger Buckley is a Chartered Psychologist who has spent over 30 years in the field of education, training and development. His experience as a tutor, consultant and manager has been gained from his work in schools, universities, the army and in service industries, including both the private and public sector. Jim Caple was a tutor / consultant at the National Institute of Industrial Psychology before becoming a lecturer in training and management development in the higher education sector. He is a Chartered Psychologist and now works as an independent personnel consultant specializing in training and development. Table of Contents Foreword Acknowledgements Introduction Training and the Organizational Environment The learning organization Training, education and experience Training needs Benefits of training Training and corporate strategy Training and systems thinking A Systematic Approach to Training Stages in a systematic approach to trainingThe Reactive Route into Training The Proactive Route into Training Summary and conclusionsAnalyses for Training Job analysis Job synthesis and future-oriented job analysis Functional analysis Knowledge and topic analysis Cognitive task analysis Manual skills analysis Social skills analysis Analysis of the target population Training needs/content analysis Training criteria and standards Evaluating criteria Training Objectives Training objectives Structure of objectives Sources of information for objectives Writing performance statements Establishing standards and developing end-of-training criteria measures Dealing with attitudes Identifying the conditions The value of training objectives Dissenting views on objectives A response to the dissenting view Learning Principles and Conditions Sequencing the training material Readiness of the learner Ways of learning General conditions of learning Principles and specific conditions supporting learning Summary and conclusionsThe Training Course: Selection, Design and Delivery Constraints Target population Strategies and learning tactics Tactics Reinforcement and transfer tactics Selecting the strategy and tacticsIndividual Training and Development One-to-one training Coaching Learning packages Computer based training E-learning Blended learning Additional learning opportunities Assessing the Effectiveness of Training Reaction level Learning level Job behaviour and performance level Organization level Return on training investment Conclusion Auditing Training Auditing the training system at the event level Auditing the training system at the functional level Auditing the training system at the organizational level The training auditor The Role of the Trainer The trainer in context Who are the trainers? Competencies of trainers and coaches Continuing professional development (CPD) Managing the transfer of training Changing roles of the trainer The consultancy role of the trainer Marketing the training function Ethics and the trainer The image of training A final word Appendix 1: Methods for Obtaining Information about Performance Problems and Job/Task Content Structured interview Observation Questionnaire Participation Self-written job description Work diary Film-video-photography Study of existing personnel records Technical conference/Group discussion Appendix 2: Sampling Methods of sampling Sample size Appendix 3: Example of a Learning JournalAppendix 4: Illustration of a Tutor?s Review of a Course Appendix 5: Example of a Checklist to Assess Trainer Performance References Index