Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Human Resource Management 11th Edition Chapter 7 TRAINING AND DEVELOPMENT Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

HRM in Action: High-Tech Videoconferencing Cisco, Hewlett-Packard, Teliris, and Polycom called “Cadillac's of Videoconferencing” HP’s Halo and Cisco’s TelePresence technologies cost up to $300,000/unit but can pay for themselves in 9 months In high stakes meetings where reading body language is a requirement, systems are ideal Telepresence, lifelike virtual-meeting system, is almost better than being there, when you consider time, money and carbon emissions saved by cutting back on travel Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Strategic Benefits of T&D Employee satisfaction Improved morale Higher retention Lower turnover Improved hiring Better bottom line Satisfied employees produce satisfied customers Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall T&D Costs Average annual expenditure per employee for training is $1,040 Total spending of $129.6 billion on employee learning and development Some organizations spend a great deal more Purpose of T&D - Improved performance Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Learning Organization Firms that recognize critical importance of continuous performance-related training and development and take appropriate action Workers rewarded for learning and provided enriched jobs, promotions, and compensation Organizations with reputation of being learning leader attract more and better qualified employees Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Factors Influencing T&D Top management support Technological advances World complexity Learning styles Other human resource functions Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Learning Generalizations Learners progress in area of learning only as far as need to achieve purposes Best time to learn is when learning can be useful Try to space out training sessions Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Just-in-Time Training Training provided anytime, anywhere in the world when it is needed Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Determining Specific Training and Development Needs A systematic approach to addressing bona fide needs must be undertaken Organizational analysis Task analysis Person analysis Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Establishing Specific Training and Development Objectives Desired end results Clear and concise objectives must be formulated Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall 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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall 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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Instructor-Led Continue to be effective for many types of employee training Convey great deal of information in relatively short time Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Virtual Instructor-Led Enables students to do practically anything they could do in traditional classroom Blackboard Learning System - Software application for delivering education online Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall 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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Behavior Modeling T&D method where person learns 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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Role Playing T&D method where participants respond to specific problems they encounter in 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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Business Games Participants 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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall In-Basket Training Participant is asked to establish priorities for and then handle number of business papers or e-mail messages such as memoranda, reports, and telephone messages that would typically cross a manager’s desk Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall On-the-Job Training Informal T&D method that permits 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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Job Rotation Employees move from one job to another to broaden experience Helps new employees understand variety of jobs Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall 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 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Apprenticeship Training Combines classroom instruction with on-the-job training Traditionally used in craft jobs Apprentice earns less than master craftsperson who is instructor Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Training & Development Delivery Systems Corporate Universities Colleges and Universities Community Colleges Online Higher Education Videoconferencing Vestibule Training Computer-Based Systems Video Media E-Learning Simulators Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Corporate Universities T&D delivery system provided under umbrella of organization Focus on creating organizational change Proactive and strategic Growth attributed to universities’ flexibility Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Colleges and Universities Primary delivery system for training professional, technical, and management employees Corporate training programs often partner with colleges and universities Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Community Colleges Publicly funded higher education establishments Deliver vocational training and associate degree programs Rapid technological changes and corporate restructuring have created new demand for community college resources Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Online Higher Education Educational opportunities including degree and training programs delivered either entirely or partially, via Internet Allows employees to attend class at lunchtime, during day or in the evening Reduces commute to school Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Types of Online Higher Education Hybrid programs - Permits students to take some classes online and some in traditional university setting Online synchronized study - Offers students choice of studying through online portal system; student is expected to appear for most classes on a real-time schedule Asynchronous learning - Students have series of assignments that need to be completed in certain time frame Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Vestibule System T&D delivery system that takes place away from production area on equipment that closely resembles equipment actually used on the job Removes employee from pressure of having to produce while learning Emphasis on learning skills required by job Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Video Media DVDs, videotapes, and film clips continues to be popular training delivery systems Especially appealing to small businesses Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall E-Learning Delivery system for online instruction Available anytime, anywhere in the world, and in different languages Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Virtual Reality Unique extension of e-learning Permits trainees to view objects from a perspective otherwise impractical or impossible Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Simulators Devices or programs that are located away from the job site and replicate actual job demands Example: training of airline pilots in a simulator Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Management Development All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment First-line supervisors, middle managers, and executives may all participate in management development programs Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Mentoring Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development Mentor may be located elsewhere in organization or in another firm Relationship may be formal or informal Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Mentoring for Women and Minorities Some believe that having a mentor is essential to make it to the top Mentors tend to seek out their mirror images Since women and minorities are not equally represented at firm’s top levels, they are often left without a mentor Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Coaching Often considered responsibility of immediate boss Provides assistance much as a mentor Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Reverse Mentoring Process where the older employees learn from younger ones Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Orientation Initial T&D effort designed for employees Strives to inform them about company, job, and workgroup Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Purposes of Orientation Employment situation Company policies and rules Compensation and benefits Corporate culture Team membership Employee development Dealing with change Socialization Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Responsibility for and Scheduling of Orientation Often joint responsibility of training staff and line supervisor Peers often excellent information agents Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Trends & Innovations: Onboarding (Executive Orientation) Help new executives quickly learn organization’s structure, culture, and politics so they can start making contributions to organization as soon as possible Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Special Training Areas Diversity - Develop sensitivity to create more harmonious working environment English as a Second Language - Help employees in way that validates them and optimizes personal relationships Ethics - Develop corporate culture that rewards ethical behavior Telecommuter - Permit manager and employee to define job responsibilities and set goals and expectations Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Special Training Areas (Cont.) Customer Service - Teaches employees skills needed to meet and exceed customer expectations Conflict Resolution - Communication skills needed to resolve gridlock Teamwork - How to work in groups Empowerment - How to make decisions and accept responsibility Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Special Training Areas (Cont.) Remedial - Basic literacy/mathematics skills Anger Management - Help participants take control of angry outbursts Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Implementing Human Resource Development Programs Often difficult Many managers are action oriented Feel they are too busy to engage in T&D efforts Qualified trainers must be available Requires high degree of creativity Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Metrics for Evaluating Training and Development Participants’ Opinions Extent of Learning Behavioral Change Accomplishment of T&D Objectives Benchmarking Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Participants’ Opinions Measure level of customer satisfaction Overall experience may bias some reports Good way to obtain feedback and to get it quickly and inexpensively Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Extent of Learning Determine what participants have learned Pre-test / post-test control group design Differences are attributed to training provided Problem: Controlling for variables other than training Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Behavioral Change Tests may accurately indicate what trainees learn, but may give little insight into whether participants will change their behavior Best demonstration of value: When learning translates into lasting behavioral change Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Accomplishment of T&D Objectives Has it achieved stated objectives and actually impacted performance Might establish a return on investment (ROI) metric Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Benchmarking Process of monitoring and measuring firm’s internal processes, such as operations, and then comparing data with information from companies that excel in those areas Focus on metrics such as: training costs, ratio of training staff to employees, and whether new or more traditional delivery systems are used Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

International ISO 9000 Quality Assurance Training Standards One International ISO 9000 quality assurance standard states: “Employees should receive the training and have the knowledge necessary to do their jobs.” To comply, companies must maintain written records of employee training to show that employees have been properly trained. Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Workforce Investment Act Replaces Job Training Partnership Act and consolidates more than 70 federal job-training programs Meet needs of business for skilled workers and satisfy training, education, and employment needs of individuals Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Organization Development (OD) Planned and systematic attempts to change the organization, typically to more behavioral environment Designed to develop more open, productive, and compatible workplace despite differences in personalities, culture, or technologies Applies to entire system, such as a company or plant Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall OD Interventions Survey feedback Quality circles Team building Sensitivity training Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Survey Feedback Process of collecting data from organizational unit through use of questionnaires, interviews, and other objective data Can create working environments that lead to better working relationships, greater productivity, and increased profitability Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Survey Feedback Steps Members of organization involved in planning survey All members of organizational unit participate in survey OD consultant usually analyzes data and tabulates results Data feedback Feedback meetings Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Quality Circles Groups of employees who voluntarily meet regularly with supervisors to discuss problems Investigate causes Recommend solutions Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Team Building Conscious effort to develop effective workgroups Uses self-directed teams Small group of employees responsible for entire work process Members work together to improve their operation Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall Sensitivity Training Participants learn about themselves and how others perceive them No agenda, leaders, authority, power positions People learn through dialogue Participants encouraged to learn about themselves and others in group Also called T-group training Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

A Global Perspective: Learning to Deal with Cultural Differences U.S. planner needs to realize that in Japan, “Yes” doesn’t necessarily mean “Yes.” It may mean “We will try,” or, “It’s highly improbable but not out of the question.” Cultural differences are ingrained into daily lives and affect values and beliefs and the way a person interacts with others. In national culture, main themes like that stay the same over centuries. Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall