Human Resource Management TRAINING AND DEVELOPMENT

Introduction Companies use training to support their business strategies, gain competitive advantage, retain and motivate employees Employees are aware that training essential to their future marketability, as a result they choose companies to work based on opportunities for learning.

Why Training? Increase employees’ knowledge of foreign competitors and cultures which is critical for success in foreign market Help ensure that employees have the basic skills to work with new technology (robot and computer-assisted manufacturing process) Help employees understand how to work effectively in teams to contribute to product and service quality Ensure that the company’s culture emphasizes innovation, creativity, and learning Ensure employment security by providing new ways for employees to contribute to the company when their jobs change or skills become obsolete

Training and Development (T&D) Training and development (T&D) - Heart of a continuous effort designed to improve employee competency and organizational performance Training - Provides learners with the knowledge and skills needed for their present jobs

Training and Development (T&D) (Cont.) Development - Learning that goes beyond today’s job and has a more long-term focus Prepares employees to keep pace with organization as it changes and grows

Determine Specific T&D Needs Training and Development (T&D) Process External Environment Internal Environment Determine Specific T&D Needs Establish Specific T&D Objectives Select T&D Method (s) and Delivery System (s) Implement T&D Programs Evaluate T&D Programs

Determining Specific Training and Development Needs A systematic approach to addressing bona fide needs must be undertaken Organizational analysis Task analysis Person analysis

Organizational analysis Managers need to consider 3 factors before choosing training as the solution to any pressure point: Support of managers and peers Company strategy Training resources available

Organizational analysis - Support of manager and peers The key factors to success are a Positive attitude among peers and managers about participation in training activities They must be willing to tell trainees how they can more effectively use knowledge, skills, or behavior learned in training on the job Availability of opportunities for the trainees to use training content in their job

Organizational analysis – Company Strategy Emphasis How Achieved Training Implications 1. Concentration Increase market share, reduce operating cost, creating or maintaining market niche for products and services Improve product quality Productivity or process improvement On-the-job training Specialized programs 2. Internal growth Market development, product development, innovation and joint ventures Market existing products/add distribution channels Modify existing products Create new or different products Support high-quality communication of product value Cultural training Develop organizational culture that values creative thinking and analysis

Organizational analysis – Company Strategy Emphasis How Achieved Training Implications 3. External growth Acquiring vendors and suppliers or buying businesses that allows a company to expand into new market Acquire firms operating at same stage in product market chain Acquire businesses that can supply or buy product Determine capabilities of employees in acquired firms Integrate training systems 4. Disinvestment Strategy Emphasis on liquidation and divesture of businesses Reduce cost Reduce asset Generate revenue Redefine goals Sell off all assets Motivation, goal-setting, time management, stress management, cross-training

Organizational Analysis – Training Resources It is necessary to identify whether the company has the budget, time and expertise for training

Person Analysis This analysis helps the manager identify whether training is appropriate and which employees need training In certain situations, such as the introduction of new technology or service, all employees may need training However, a major pressure point for training is poor or substandard performance – a gap between current performance and expected performance Performance evaluation

Person Analysis To determine if training is needed, assess whether: The performance problem is important and has the potential to cost the company a significant amount of money from lost productivity The employees do not know how to perform effectively Employees cannot demonstrate the correct knowledge or behavior

Task Analysis Identifies the conditions in which tasks are performed Task analysis results in a description of work activities, including tasks performed by the employee and the knowledge, skills and abilities required to successfully complete the tasks

Blended Training Firms utilize a number of methods for imparting knowledge and skills to workforce Usually more than one method, called blended training, is used to deliver the training

T&D Methods Instructor-Led Case Study Behavior Modeling Role Playing Business Games In-Basket Training On-the-Job Training Job Rotation Internships Apprenticeship Training

Instructor-Led Continue to be effective for many types of employee training Convey great deal of information in relatively short time

Trends & Innovations: Virtual Instructor-Led Enables students to do practically anything they could do in traditional classroom Blackboard Learning System - Software application for delivering education online

Case Study T&D method in which trainees study the information provided in the case and make decisions based on it Used in classroom with instructor who serves as facilitator

Behavior Modeling T&D method which permits a person to learn by copying or replicating behaviors of others to show managers how to handle various situations Examples - Conducting performance appraisal reviews, correcting unacceptable performance, delegating work, improving safety habits, handling discrimination complaints, overcoming resistance to change, orienting new employees, and mediating individuals or groups in conflict

Role Playing T&D method where participants are required to respond to specific problems they may encounter in their jobs by acting out real-world situations Used to teach such skills as: interviewing grievance handling performance appraisal reviews conference leadership team problem solving communication

Business Games Permits participants to assume roles such as president, controller, or marketing vice president of two or more similar hypothetical organizations and compete against each other by manipulating selected factors in a particular business situation

In-Basket Training Exercise in which participant is asked to establish priorities for and then handle a number of business papers or e-mail messages such as memoranda, reports, and telephone messages that would typically cross a manager’s desk

On-the-Job Training Informal T&D method that permits an employee to learn job tasks by actually performing them Most commonly used T&D method No problem transferring what has been learned to the task

Job Rotation Employees move from one job to another to broaden experience Helps new employees understand variety of jobs

Internships Training approach where university students divide time between attending classes and working for organization Excellent means of viewing potential permanent employee at work Students are enabled to integrate theory with practice

Apprenticeship Training Combines classroom instruction with on-the-job training Traditionally used in craft jobs Apprentice earns less than master craftsperson who is instructor