Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 1 Employee learning Chapter 10

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 10-2 Employee learning  Objectives ÙDiscuss how training can help companies gain a competitive advantage. ÙExplain how to conduct a needs assessment. ÙExplain how to evaluate employees’ readiness for training. ÙDiscuss the strengths and weaknesses of presentation, hands-on and group-building training methods.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 10-3 Employee learning  Objectives (continued) ÙExplain the potential advantages of new technologies for training. ÙDesign a training session to maximise learning. ÙExplain how to choose an appropriate evaluation design. ÙDiscuss socialisation and orientation processes.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 10-4 Employee learning (also learning, or training)  A planned effort by a company to facilitate employees’ learning of job-related competencies.  Competencies include knowledge, skills or behaviours that are critical for successful job performance.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 10-5 Why is training important?  Increases employees’ knowledge of foreign competitors and cultures.  Provides the skills required to work with new technology.  Helps employees understand how to work effectively in teams.  Ensures that the company’s culture emphasises innovation, creativity and learning.  Ensures employment security by providing new ways for employees to contribute to the company.  Prepares employees to accept each other and work more effectively together, particularly in a diverse workforce.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 10-6 Intellectual capital  Training should be viewed as a way to create intellectual capital.  Intellectual capital includes basic skills, advanced skills, an understanding of the customer or manufacturing system, and self-motivated creativity.  Intellectual capital is created through a process of combining the knowledge and experience of different parties and exchange between the parties.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 10-7 High-leverage training strategy  Is linked to strategic business goals and objectives.  Uses an instructional design process to ensure that training is effective.  Compares or benchmarks the company’s training programs against training programs in other companies.  Is a characteristic of a ‘learning organisation’.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 10-8 Learning organisations  Employees continuously attempt to learn new things and apply what they have learned to improve product or service quality.  An organisation that has an enhanced capacity to learn, adapt and change.  In a learning organisation, training is seen as one part of a system designed to create intellectual capital.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 10-9 Components of instructional design  Conducting needs assessment  Ensuring employees’ readiness for training  Creating a learning environment  Ensuring transfer of training  Selecting training methods  Evaluating training programs  See Table 10.2 for more detail

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Figure 10.1 The needs assessment process

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Organisational analysis  Organisational analysis involves considering the context in which training will occur.  Three factors need to be considered before choosing training as the solution to any pressure point: ÙSupport of managers and peers for training activities ÙCompany strategy ÙTraining resources available.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Person analysis  Person analysis helps to identify who needs training.  Person analysis involves: ÙDetermining whether performance deficiencies result from a lack of knowledge, skill or ability (a training issue) or from a motivational or work-design problem ÙIdentifying who needs training ÙDetermining employee’s readiness for training.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Person analysis  Factors that influence employee performance and learning: ÙPersonal characteristics ÙInput ÙOutput ÙConsequences ÙFeedback

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Task analysis  Identifying the important tasks and knowledge, skills and behaviours that need to be emphasised in training, in order for employees to complete their tasks.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Task analysis  Four steps: ÊSelect the job to be analysed. ËDevelop a preliminary list of tasks performed on the job. ÌValidate or confirm the preliminary list of tasks. ÍOnce the tasks are confirmed, identify the knowledge, skills or abilities necessary to successfully perform each task.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Readiness for training  Employees have the personal characteristics (ability, attitudes, beliefs, and motivation) necessary to learn program content and apply it on the job.  The work environment will facilitate learning and will not interfere with performance.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar How can managers ensure employee readiness for training?  Ensure employees’ self-efficacy.  Understand the benefits of training.  Be aware of training needs, career interests and goals.  Understand work environment characteristics.  Ensure employees’ basic skills levels.  Also consider input, output, consequences and feedback.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Creating a learning environment  Employees need to: ÙKnow why they should learn ÙUse their own experiences as a basis for learning ÙHave opportunities to practise ÙReceive feedback ÙLearn by observing and interacting with others ÙUndergo a well coordinated and arranged training program.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Figure 10.3 Transfer of training

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Selecting training methods  Presentation methods ÙClassroom instruction ÙDistance learning ÙAudiovisual techniques

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Selecting training methods  Hands-on methods ÙOn-the-job training (OJT) ÙSelf-directed learning ÙApprenticeship ÙSimulations ÙBusiness games and case studies ÙBehaviour modelling ÙInteractive video ÙE-learning

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Selecting training methods  Group-building methods ÙAdventure learning ÙTeam training ÙAction learning

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Evaluating training programs  Training outcomes: ÙCognitive outcomes ÙSkill-based outcomes ÙAffective outcomes ÙResults ÙReturn on investment (ROI)

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Reasons for evaluating training  To identify the program’s strengths and weaknesses.  To assess whether the content, organisation and administration of the program contribute to learning and the use of training content on the job.  To identify which trainees benefited most or least from the program.  To gather data to assist in marketing programs.  To determine the financial benefits and costs of the program.  To compare the costs and benefits of training versus non-training investments.  To compare the costs and benefits of different training programs, so as to choose the best program.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Evaluation designs  Pre-test/post-test with comparison group  Pre-test/post-test  Post-test only  Time series

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Socialisation and orientation  Organisational socialisation: ÙThe process by which new employees are transformed into effective members of a company.  Three phases: ÊAnticipatory socialisation ËEncounter ÌSettling in

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Orientation programs (see Table 10.9 for more detail)  Content of orientation programs ÙCompany-level information ÙDepartment-level information ÙMiscellaneous

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Table Characteristics of effective orientation programs  Employees are encouraged to ask questions.  Program includes information on both technical and social aspects of the job.  Orientation is the responsibility of the new employee’s manager.  Debasement and embarrassment of new employees is avoided.  Formal and informal interactions with managers and peers occur.  Programs involve relocation assistance.  Employees are provided with information about the company’s products, services and customers.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar Summary  Many companies are using new technology to give employees control of their learning and career development.  A systematic approach to training has been presented.  The key to successful training is to choose a method that will best accomplish the training objectives.  Training can contribute to effectiveness through establishing a link with the company’s strategic direction, and demonstrating return on investment.