Human Resource Management ELEVENTH EDITON SECTION 3 training and developing HR Robert L. Mathis  John H. Jackson Chapter 9 Training Human Resources PowerPoint Presentation by Dr. Zahi Yaseen

Training Human Resources After you have read this chapter, you should be able to Define training and discuss why a strategic approach is important. Discuss the four phases of the training process. Identify three types of analyses used to determine training needs. Explain internal, external, and e-learning as training delivery approaches. Give an example for each of the four levels of training evaluation. Describe the importance of intercultural competence training for global employers.

Training Human Resources A process whereby people acquire capabilities to aid in the achievement of organizational goals. Organization Competitiveness and Training Training make organizations more competitive Training helps retain valuable employees Training is no longer the first casualty of a business downturn. “ In some countries. Employers spend $60 billion on training annually” Performance Consulting: process in which trainer and the organizational client work together to determine what needs to be done to improve results. Figure 1

Performance Consulting Figure 1

Training Human Resources Training & organizational strategy It’s too often that training programs viewed tactically rather than strategically. Figure 2, shows how training might be used to help accomplish various strategies in an organization. Developing Strategic Training Plans Training Process Effective training requires the use of a systematic training process. Figure 3 Training Needs Assessment Provides checklist of areas for identifying training needs. It included : Org, job, and individual analysis. Figure 4

Linking Business and Training Strategies Figure 2

Training Process Figure 3

Sources of Training Needs Assessment Figure 4 Sources of Training Needs Assessment

Training Human Resources Establishing Training Objectives and Priorities Types of Training Objectives Knowledge: Impart cognitive information and details to trainees. Skill: Develop behavior changes in how job and tasks are performed. Attitude: Create interest and awareness of the training importance.

Training Human Resources Training Design Learner readiness: - ability to learn: individuals basic skills - motivation to learn: a person’s desire to learn - self-efficacy ( ability to learn the training program content). Learning styles: - Auditory: listening to someone about training program content - Tactile; practicing by using real resources - Visual: think in pictures and figures and see the purposes of training Example: Adult learning , Malcolm Knowles model. Figure 5

Learning Styles Adult Learning Principles Figure 5 Have need to know why they are learning something. Have need to be self-directed. Bring more work-related experiences into the process. Employ a problem-solving approach in the experience. Are motivated by both extrinsic and intrinsic factors.

Training Human Resources Training Categories - Required and regular training: new employees - Job/technical training: product knowledge, customer relation, procedures. - Interpersonal and problem solving training: like interpersonal communication, managerial skills. - Developmental and innovative training: executive development, long-term strategic actions. Figure 6

Effective New Employee Orientation Prepare New Employee Consider “buddy” mentors Use an orientation checklist Cover needed information Present information effectively Avoid information overload Evaluation and follow-up

Learning: Types of Training Figure 6 Required and Regular Training Job/Technical Training Types of Training Developmental and Innovative Training Interpersonal and Problem-Solving Training

Training Human Resources Training Deliveries Nature of training Subject matter Number of trainees Individual vs. team Self-paced vs. guided Training resources Costs Geographic locations Time allotted Completion timeline

Training Human Resources Training Deliveries Internal Training Informal Training Training that occurs through interactions and feedback among employees. On-the-Job Training (OJT) Problems with OJT - Poorly-qualified or indifferent trainers - Disruption of regular work - Bad or incorrect habits are passed on

Training Human Resources Training Deliveries External Training outsourcing, consultants, for reasons like more quality, time, interact with managers. Reasons for External Training May be less expensive to outsource training Insufficient time to develop training Lack of expertise Advantages of interacting with outsiders

Training Human Resources Training Deliveries E-Learning: Training Online Sufficient top management support and funding Accepting the idea of decentralized and individualized training Current training methods not meeting needs Computer literacy and access to computers Time and travel cost concerns for trainees The number and self-motivation of trainees

Training Evaluation Comparison of the post training results to the objectives expected by trainers and trainees. Because training is both time consuming and costly evaluation should be done. Figure 7 Reaction: reaction, evaluate the reaction level of trainee by conducting interviews or questionnaires Learning: can be evaluated by measuring how well trainees have learned facts, ideas, concepts, theories, and attitudes Behavior: measuring the trainee job performance, and observe job performance - Results: measuring the effect of training on the achievement of organizational objectives, like productivity, turnover, quality, and compare records before and after.

Ease of measurement by Kirkpatrick High Low Easy Difficult Ease of measurement by Kirkpatrick Figure 7 Results Behavior Learning Reaction

Balancing Costs and Benefits of Training