CHAPTER 9: TRAINING AND DEVELOPMENT Copyright © 2005 South-Western. All rights reserved.

1–21–2 Training & Development Training & developmentTraining & development –Represents ongoing investment in employees & realizes employees are assets Importance of training & developmentImportance of training & development –Rapid technological changes cause skill obsolescence –Redesign of work brings need for new skills –Mergers & acquisitions have increased need for integrating employees into different cultures –Employees are moving between employers more often, necessitating training –Globalization of business requires new knowledge & skills Training & developmentTraining & development –Represents ongoing investment in employees & realizes employees are assets Importance of training & developmentImportance of training & development –Rapid technological changes cause skill obsolescence –Redesign of work brings need for new skills –Mergers & acquisitions have increased need for integrating employees into different cultures –Employees are moving between employers more often, necessitating training –Globalization of business requires new knowledge & skills

Copyright © 2005 South-Western. All rights reserved.1–31–3 Benefits of Training & Development Individual employeeIndividual employee –Increased employee marketability –Increased employee employability security OrganizationOrganization –Improved bottom line, efficiency & profitability –Increased flexibility in employees who can assume different & varied responsibilities –Reduced layers of management –Makes employees more accountable for results Individual employeeIndividual employee –Increased employee marketability –Increased employee employability security OrganizationOrganization –Improved bottom line, efficiency & profitability –Increased flexibility in employees who can assume different & varied responsibilities –Reduced layers of management –Makes employees more accountable for results

Copyright © 2005 South-Western. All rights reserved.1–41–4 Exhibit 9-1 Strategizing Training

Copyright © 2005 South-Western. All rights reserved.1–51–5 Exhibit 9-2 Levels of Needs Assessment

Copyright © 2005 South-Western. All rights reserved.1–61–6 Setting Training Objectives Align/match identified training needs with training objectivesAlign/match identified training needs with training objectives Define objectives in specific, measurable termsDefine objectives in specific, measurable terms –Desired employee behaviors –Results expected to follow from such behaviors One source of information for setting objectivesOne source of information for setting objectives –Performance deficiency data contained in performance management system Align/match identified training needs with training objectivesAlign/match identified training needs with training objectives Define objectives in specific, measurable termsDefine objectives in specific, measurable terms –Desired employee behaviors –Results expected to follow from such behaviors One source of information for setting objectivesOne source of information for setting objectives –Performance deficiency data contained in performance management system

Copyright © 2005 South-Western. All rights reserved.1–71–7 Design & Delivery Critical training design issuesCritical training design issues –Interference from & difficulty of overcoming prior training, learning, habits –Transfer of newly learned skills back to job Choice of training environment approximating or simulating actual working conditionsChoice of training environment approximating or simulating actual working conditions –Organizational environment supportive of training & development Critical training design issuesCritical training design issues –Interference from & difficulty of overcoming prior training, learning, habits –Transfer of newly learned skills back to job Choice of training environment approximating or simulating actual working conditionsChoice of training environment approximating or simulating actual working conditions –Organizational environment supportive of training & development

Copyright © 2005 South-Western. All rights reserved.1–81–8 Computer-Based Instruction BenefitsBenefits –Self-paced –Adaptive to different needs –Can be customized –Easy to deliver –Usually less expensive to administer –Can be conducted when convenient for employee BenefitsBenefits –Self-paced –Adaptive to different needs –Can be customized –Easy to deliver –Usually less expensive to administer –Can be conducted when convenient for employee DrawbacksDrawbacks –Learners must be self- motivated –Cost of producing online, interactive materials –Lack of interaction with others may work against needs & preferred learning styles

Copyright © 2005 South-Western. All rights reserved.1–91–9 EvaluationEvaluation Integral part of overall training programIntegral part of overall training program Provides feedback on effectiveness of training programProvides feedback on effectiveness of training program Evaluation criteria should be established in tandem with & parallel to training objectivesEvaluation criteria should be established in tandem with & parallel to training objectives Integral part of overall training programIntegral part of overall training program Provides feedback on effectiveness of training programProvides feedback on effectiveness of training program Evaluation criteria should be established in tandem with & parallel to training objectivesEvaluation criteria should be established in tandem with & parallel to training objectives

Copyright © 2005 South-Western. All rights reserved.1–10 Exhibit 9-3 Four Levels of Training Evaluation

Copyright © 2005 South-Western. All rights reserved.1–11 Exhibit 9-4 Link Between Training & Performance Management & Compensation

Copyright © 2005 South-Western. All rights reserved.1–12 Reading 9.1 Types of International Work Reported by Federal Executives Collaborating with other agencies/organizations on international projects (37%)Collaborating with other agencies/organizations on international projects (37%) Travel abroad (37%)Travel abroad (37%) Managing programs that provide good/services to other nations (20%)Managing programs that provide good/services to other nations (20%) International negotiations (16%)International negotiations (16%) International policy development (14%)International policy development (14%) Managing programs that receive/inspect people, goods, & services from other nations (10%)Managing programs that receive/inspect people, goods, & services from other nations (10%) Supervising government workers/contractors abroad (8%)Supervising government workers/contractors abroad (8%) Living abroad (3%)Living abroad (3%) Collaborating with other agencies/organizations on international projects (37%)Collaborating with other agencies/organizations on international projects (37%) Travel abroad (37%)Travel abroad (37%) Managing programs that provide good/services to other nations (20%)Managing programs that provide good/services to other nations (20%) International negotiations (16%)International negotiations (16%) International policy development (14%)International policy development (14%) Managing programs that receive/inspect people, goods, & services from other nations (10%)Managing programs that receive/inspect people, goods, & services from other nations (10%) Supervising government workers/contractors abroad (8%)Supervising government workers/contractors abroad (8%) Living abroad (3%)Living abroad (3%)

Copyright © 2005 South-Western. All rights reserved.1–13 Reading 9.1 Interculturally Effective Person Adaptation skillsAdaptation skills Attitude of modesty & respectAttitude of modesty & respect Understanding of concept of cultureUnderstanding of concept of culture Knowledge of host country & cultureKnowledge of host country & culture Relationship-building skillsRelationship-building skills Self-knowledgeSelf-knowledge Intercultural communicationIntercultural communication Organizational skillsOrganizational skills Personal & professional commitmentPersonal & professional commitment Adaptation skillsAdaptation skills Attitude of modesty & respectAttitude of modesty & respect Understanding of concept of cultureUnderstanding of concept of culture Knowledge of host country & cultureKnowledge of host country & culture Relationship-building skillsRelationship-building skills Self-knowledgeSelf-knowledge Intercultural communicationIntercultural communication Organizational skillsOrganizational skills Personal & professional commitmentPersonal & professional commitment

Copyright © 2005 South-Western. All rights reserved.1–14 Development System for Global Leaders Seven Recommendations 1.Build business case for global leadership competence 2.Build support for developing global leaders among government agencies & in broader society 3.Develop model of global leadership competence –Broad-based leadership knowledge –Generic leadership skills –Agency-, sector-, or country-specific knowledge & skills 1.Build business case for global leadership competence 2.Build support for developing global leaders among government agencies & in broader society 3.Develop model of global leadership competence –Broad-based leadership knowledge –Generic leadership skills –Agency-, sector-, or country-specific knowledge & skills

Copyright © 2005 South-Western. All rights reserved.1–15 Development System for Global Leaders Seven Recommendations 4.Integrate global competencies into leadership selection & development programs 5.Strengthen interagency & public/private partnerships to provide for global leadership development 6.Create certification programs for developing global leaders in government 7.Develop center of excellence Gathers, offers, & spreads best programs, tools, & resourcesGathers, offers, & spreads best programs, tools, & resources 4.Integrate global competencies into leadership selection & development programs 5.Strengthen interagency & public/private partnerships to provide for global leadership development 6.Create certification programs for developing global leaders in government 7.Develop center of excellence Gathers, offers, & spreads best programs, tools, & resourcesGathers, offers, & spreads best programs, tools, & resources

Copyright © 2005 South-Western. All rights reserved.1–16 Reading 9.2 Training & Development Framework: Best Practices Elements PlanPlan –Strategic role of T&D –T&D value & administrative policies –Establishing T&D needs –Building transfer into T&D PlanPlan –Strategic role of T&D –T&D value & administrative policies –Establishing T&D needs –Building transfer into T&D DoDo –Contents of T&D –T&D methods & approaches CheckCheck –T&D evaluation strategy ActAct –Sustaining & advancing T&D

Copyright © 2005 South-Western. All rights reserved.1–17 Reading 9.2 Tying T&D to Strategic Business Plans Intimate & structured linkage between strategic mission and goals of T&D programIntimate & structured linkage between strategic mission and goals of T&D program T&D goals & processes reviewed & updated annually around changing strategic needsT&D goals & processes reviewed & updated annually around changing strategic needs T&D executives integrated into strategic planning processT&D executives integrated into strategic planning process Intimate & structured linkage between strategic mission and goals of T&D programIntimate & structured linkage between strategic mission and goals of T&D program T&D goals & processes reviewed & updated annually around changing strategic needsT&D goals & processes reviewed & updated annually around changing strategic needs T&D executives integrated into strategic planning processT&D executives integrated into strategic planning process

Copyright © 2005 South-Western. All rights reserved.1–18 Reading 9.2 Policies & Values to Support T&D Systems StructuralStructural –E.g. linkages between organization’s planning process & T&D operation PoliciesPolicies –Formal means of communicating T&D expectations Value StatementsValue Statements –Informal & decentralized means of pushing managers to develop appropriate attitudes StructuralStructural –E.g. linkages between organization’s planning process & T&D operation PoliciesPolicies –Formal means of communicating T&D expectations Value StatementsValue Statements –Informal & decentralized means of pushing managers to develop appropriate attitudes

Copyright © 2005 South-Western. All rights reserved.1–19 Reading 9.2 Linking Business Strategy with T&D Establishment of T&D needs driven most often by mission & strategyEstablishment of T&D needs driven most often by mission & strategy Build transfer into T&DBuild transfer into T&D –Overlap T&D & job contexts –Integrate T&D & other elements of HR management system –Integrate management into T&D process Establishment of T&D needs driven most often by mission & strategyEstablishment of T&D needs driven most often by mission & strategy Build transfer into T&DBuild transfer into T&D –Overlap T&D & job contexts –Integrate T&D & other elements of HR management system –Integrate management into T&D process

Copyright © 2005 South-Western. All rights reserved.1–20 Reading 9.2 Determining Content of T&D Derive content fromDerive content from –Strategic objectives –Culture & values –Present & predicted competency & skill needs Most commonly addressed T&D area is leadership trainingMost commonly addressed T&D area is leadership training Derive content fromDerive content from –Strategic objectives –Culture & values –Present & predicted competency & skill needs Most commonly addressed T&D area is leadership trainingMost commonly addressed T&D area is leadership training

Copyright © 2005 South-Western. All rights reserved.1–21 Reading 9.2 Choosing the Best T&D Method Choice of delivery method depends on:Choice of delivery method depends on: –Organizational culture & values –T&D objective & content –Profiles of trainees & trainers –Financial & technological resource availability –Time –Location –Political constraints Choice of delivery method depends on:Choice of delivery method depends on: –Organizational culture & values –T&D objective & content –Profiles of trainees & trainers –Financial & technological resource availability –Time –Location –Political constraints

Copyright © 2005 South-Western. All rights reserved.1–22 Reading 9.2 Choosing the Best T&D Method Developments occurring with regard to delivery methodsDevelopments occurring with regard to delivery methods –Shift toward on-the-job training –Increased efficiency –Exploitation of technology to aid learning –Increased emphasis on teams –Focus on mentoring Developments occurring with regard to delivery methodsDevelopments occurring with regard to delivery methods –Shift toward on-the-job training –Increased efficiency –Exploitation of technology to aid learning –Increased emphasis on teams –Focus on mentoring

Copyright © 2005 South-Western. All rights reserved.1–23 Reading 9.2 Evaluating Value Added by T&D Fewer than 20% of organizations conducted return on T&D investment studiesFewer than 20% of organizations conducted return on T&D investment studies Two primary activities for assessing T&D effectivenessTwo primary activities for assessing T&D effectiveness –Gauging on-site participant reactions to T&D –Measuring learning by means of behavioral exercises during T&D Fewer than 20% of organizations conducted return on T&D investment studiesFewer than 20% of organizations conducted return on T&D investment studies Two primary activities for assessing T&D effectivenessTwo primary activities for assessing T&D effectiveness –Gauging on-site participant reactions to T&D –Measuring learning by means of behavioral exercises during T&D

Copyright © 2005 South-Western. All rights reserved.1–24 Reading 9.2 Sustaining & Enhancing Role of T&D T&D is central to goalsT&D is central to goals –Only 15% expressed willingness to cut T&D during tough times Visible presence of T&D at central organizational levelVisible presence of T&D at central organizational level Sustained & deepening investment requiredSustained & deepening investment required T&D is central to goalsT&D is central to goals –Only 15% expressed willingness to cut T&D during tough times Visible presence of T&D at central organizational levelVisible presence of T&D at central organizational level Sustained & deepening investment requiredSustained & deepening investment required

Copyright © 2005 South-Western. All rights reserved.1–25 Reading 3 Training Content Decision-Making Equation UC = PC - C UC = usable content PC = potential content C = constraints UC = PC - C UC = usable content PC = potential content C = constraints

Copyright © 2005 South-Western. All rights reserved.1–26 Reading 9.3 Adult Learning Theory & Workplace Training Employees learn best when understand training program objectivesEmployees learn best when understand training program objectives –What employee is expected to do (performance) –Quality or level of acceptable performance (criterion) –Conditions under which trainee expected to perform desired outcome (conditions) Learn better when training linked to current jobLearn better when training linked to current job Learn best when have opportunity to practiceLearn best when have opportunity to practice Employees learn best when understand training program objectivesEmployees learn best when understand training program objectives –What employee is expected to do (performance) –Quality or level of acceptable performance (criterion) –Conditions under which trainee expected to perform desired outcome (conditions) Learn better when training linked to current jobLearn better when training linked to current job Learn best when have opportunity to practiceLearn best when have opportunity to practice

Copyright © 2005 South-Western. All rights reserved.1–27 Reading 9.3 Adult Learning Theory & Workplace Training Employees need effective feedbackEmployees need effective feedback –Focused on specific behaviors –Provided as soon as possible Employees learn by observing & imitatingEmployees learn by observing & imitating –Model’s desired behaviors or skills need to be clearly specified –Model should have characteristics (such as age or position) similar to target audience Employees need training program to be properly coordinated & arrangedEmployees need training program to be properly coordinated & arranged Employees need effective feedbackEmployees need effective feedback –Focused on specific behaviors –Provided as soon as possible Employees learn by observing & imitatingEmployees learn by observing & imitating –Model’s desired behaviors or skills need to be clearly specified –Model should have characteristics (such as age or position) similar to target audience Employees need training program to be properly coordinated & arrangedEmployees need training program to be properly coordinated & arranged