Training and Development
What the domain tests
Training and Development (培训与开发) tests needs analysis, learning design, transfer, evaluation, and the China-specific service-period agreement. Expect questions that ask you to justify training investment and to calculate repayment when an employee leaves early.
Core rules
- Needs analysis at three levels: organization (strategy, performance gaps), task (competency and KSA requirements), and person (who needs what). A training request from a manager is not a needs analysis.
- Design uses clear learning objectives, adult-learning principles, spaced practice, and transfer activities. ADDIE (analysis, design, development, implementation, evaluation) is a useful checklist.
- 70-20-10 is a portfolio guide: most learning happens on the job, then through coaching and relationships, then formal courses. It is not a rigid budget formula.
- Evaluation uses Kirkpatrick: reaction, learning, behavior, results; Phillips adds ROI. Measure at the level aligned to the objective.
- Service period (服务期): only for employer-funded special training, not ordinary onboarding. A service-period agreement can set liquidated damages, but the amount cannot exceed the training cost and must be reduced pro rata for the unserved period.
Worked example
An employer pays CNY 60,000 for a specialist certification program and signs a five-year service agreement. The employee leaves after two years. Remaining service is three years out of five, so repayment = 60,000 × 3/5 = CNY 36,000. If the employer had also tried to recover the employee’s salary during training, that would generally fail unless it was a genuine training cost and clearly agreed.
Traps
- Evaluating only reaction and calling it impact.
- Running training with no transfer plan or manager follow-up.
- Using a service-period agreement for induction or mandatory compliance training.
- Setting damages above actual training cost or failing to prorate.
- Confusing training needs with engagement problems that need job redesign.