Special Issues in Training Development Chapter 10 Special Issues in Training Development

Objectives Discuss the potential legal issues that relate to training. Develop a program for effectively managing diversity. Design a program for preparing employees for cross-cultural assignments. Discuss the implications of a skill-based pay plan for training. Discuss what a trainer needs to do to ensure that school-to-work and hard core unemployed training programs meet their objectives. Describe the necessary steps in a program for helping dysfunctional managers.

Unethical & Illegal Behavior Lack of professional development Violation of confidences Use of “cure all” programs Dishonesty regarding program outcomes Abuse of trainees Ineffective training resulting in injury Forcing employee to attend program against religious belief

Unethical & Illegal Behavior (Con’t) Lack of access to training Programs (glass ceiling) Employee injured during training Failure to accommodate trainees disability (ADA) Reproducing and using copyrighted material

Legislation Affecting Training Civil Rights Act (1964, 1991) Age Discrimination in Employment Act (ADEA) Americans with Disabilities Act

Cross-Cultural Training U.S. companies have higher failure rates than Japanese or Europeans. Why? Poor adjustments to culture and physical environments Inability of spouse & family to adjust Lack of emotional Maturity Lack of technical competence concerns with repatriation

Important Cultural Dimensions Individualism – Collectivism Uncertainty – Avoidance Masculinity – Femininity Power Distance Long-term – short-term Orientation

Keys to Success for Expatriate Assignments Selection How does the employee deal with stress? Are they open-minded?, Self-confident? What about family support? Technically competent? Preparation How will they be evaluated? Compensated? Provide site visit, orientation, language training

Keys to Success (Con’t) Overseas Support regular contact, calling privileges, social activities Repatriation realistic expectations specific position defined open communications regarding home

Factors Influencing the type of Cross-Cultural Training Cultural Novelty Interaction Job Novelty

Business Value of a Diverse Workforce Better problem-solving with heterogeneous groups Diverse perspectives leads to creativity Increase market for products and services Develop positive reputation for women and minorities Avoid litigation and turnover costs

Diversity Training：Why? Changing composition of the labor market Political correctness Increasing Global competition Publicity and legal challenge to the “glass ceiling” Litigation on access and treatment issues Increase use of teams Business value

Characteristics of Diversity Training Most programs last only a day or less Most common topic area is pervasiveness of subconscious stereotypes, assumptions, and biases Other topics include how to get things done in groups, relationship between equal employment opportunity, affirmative action, diversity

Diversity Practices, Policies, and Programs Top management Encourages and rewards managers Publicly advocates Board of Directors is diverse Policies / Resources Child care resources Internal advocacy groups, support groups Formal mentoring Grievance procedures

Diversity practices (con’t) Administration Diversity considered in promotion criteria Conduct internal audits and surveys Diversity goals are part of managers performance evaluation Training & Development job rotations, high potential programs, development programs Recruiting

Characteristics of Diversity Programs that Work CEO commitment Diversity is a business objective Career-tracking and compensation is fair Executives experience what it is like to be a minority Training in skills (conflict resolution, communications, team building) Celebrate differences Increase and maintain diverse population

Joint Union-Management Training Programs Training / education funds paid for by employer and union Money paid by company is $ that could have gone for wages, pensions, or benefits Programs include basic skills, pre-paid tuition, high school equivalency, job-related courses, assist displace employees, retirement planning

Linking Training and compensation Skill-Based Pay： Linking Training and compensation Primarily used in manufacturing and service environments where teams are used (cross-training) Pay above market rates Gives Companies greater flexibility Employees make money based on skills they are certified in – not their current job Motivates Learning

Pressures on the training System Skill-Based Pay： Pressures on the training System Increase in on-the-job training Skill perishability Greater demand for training Overskill relative to company needs (increased training costs) More sophisticated needs assessment