through Training and Development Managing Performance through Training and Development Third Edition PowerPoint Slides Dr. Lori Buchart, CD, CHRP Mount Royal University © 2013 by Nelson Education Ltd.

The Training and Development Process CHAPTER ONE The Training and Development Process © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. LEARNING OUTCOMES Understand the meaning of performance management (PM), training and development (T&D), and human resources development (HRD) Describe the PM process and the role of T&D Describe the societal, organizational, and employee benefits of T&D Discuss T&D in Canada Explain the role of the environmental and organizational context of T&D and the human resources system Discuss the meaning of strategic HR, T&D, and high-performance work systems Discuss the instructional systems design model of T&D © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. INTRODUCTION Value of T&D cannot be underestimated – critical function Number of incidents attributable to lack of training, which cost lives and money Success and competitiveness are highly dependent upon sound T&D – critical to organizational performance T&D are key factors in creativity, innovation, and transfer of knowledge, and are part of the defining factors of best companies to work for in Canada It is a sound investment with an ROI – not a cost! © 2013 by Nelson Education Ltd.

PERFORMANCE MANAGEMENT Performance management entails: Not a single event – it is a continuous loop of: (Re-)Establishing performance goals and expectations Designing interventions and programs to develop employee KSA and overall employee and company performance Monitoring success of interventions and programs Employee development plans are critical in this process © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. PM PROCESS © 2013 by Nelson Education Ltd.

TRAINING AND DEVELOPMENT Formal and planned efforts that allow one to acquire KSAs: Training: To improve current job performance (short-term focus) Development: To perform future job responsibilities (longer-term focus) – i.e., career goals and organizational objectives © 2013 by Nelson Education Ltd.

HUMAN RESOURCES DEVELOPMENT HRD: Systematic and planned activities that are designed by an organization to provide: Employees with an opportunity to learn necessary skills to meet current and future job demands © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. T&D BENEFITS Organizational Increases effectiveness and productivity Maintains competitive advantage Improves recruitment and retention efforts Provides an integrated structure/process to achieve organization’s business objectives © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. T&D BENEFITS Employees Intrinsic and Extrinsic Confidence Self-efficacy Higher earnings Promotion/advancement Positive attitude/behaviour Seek out opportunities © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. T&D BENEFITS Society Society Skilled workforce Increased standard of living Increased global presence Note: Canada lags in the category of innovation and competitiveness © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. CANADA STATISTICS Can we do better in Canada? Number of employees in Canadian organizations that receive training: 11 million workers receive some sort of workplace training as follows: More than 2/3 (69%) full-time workers 50% part-time employees 31% seasonal/contract employees © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. INVESTMENT OR EXPENSE? 2006 – Canada ranked 21st in T&D spending 2002 – Canada ranked 12th in T&D spending Underinvestment may lead to a gap in essential skills to remain competitive in today’s global marketplace Must increase spending – not look at it as an expense, but rather an investment © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. QUEBEC TRAINING LAW Passed in 1995 – “1% or training law” Only payroll training tax in North America Changed way firms structure, organize, and deliver training: Actively planning and implementing training Participation increased (1997–2002) from: 21% to 33% in Quebec 29% to 35% in Canada Employers, governments, and unions working together to find ways to promote © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. T&D CONTEXT © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. T&D CONTEXT Environmental Context Global competition Technology Labour market Change Social climate © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. T&D CONTEXT B. Organizational Context Strategy Structure Culture © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. T&D CONTEXT C. Human Resources Management System High-Performance Work System (HPWS) Integration with all HR practices and policies Integration with business strategy … Is Essential Influences T&D strategy, policy, and practice © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. STRATEGIC T&D Business strategy influences HRM strategy An integrated/interrelated approach © 2013 by Nelson Education Ltd.

INSTRUCTIONAL SYSTEMS DESIGN MODEL (ISD) © 2013 by Nelson Education Ltd.

INSTRUCTIONAL SYSTEMS DESIGN MODEL (ISD) Rational and scientific model of T&D process consists of three major overlapping steps: Starts with performance gap or itch (problem) – Training needs analysis – Training design and delivery – Training evaluation The ISD model guides strategic T&D process (and the rest of this course) © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. SUMMARY Investigated strategic T&D processes and drivers of these processes T&D play critical roles in an organization’s competitive advantage, effectiveness, and productivity Done right, there can be a significant ROI – not simply an expense Discussed state of training in Canada with added emphasis on the Quebec Training Law and its effectiveness since its inception © 2013 by Nelson Education Ltd.

© 2013 by Nelson Education Ltd. SUMMARY The value of training and development is increased when linked to SHRM, aligned with other HR practices (and a HPWS), and tied to an organization’s business strategy Introduced instructional systems design (ISD) model Key concepts to be addressed in subsequent chapters, such as needs analysis, training design and delivery, and the evaluation of training programs © 2013 by Nelson Education Ltd.