1. TRAINING AND DEVELOPMENT

2. Training & Development
Training is the process of teaching the employees the skills and knowledge they need to do the job.

3. Importance 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
Where an employers fail to train and employee does harm to third parties, the court will find the employer liable
Developing and transferring health and safety procedurse

4. The Training Process Training The strategic context of training
- The process of teaching new or current employees the basic skills they need to perform their jobs.
The strategic context of training
- Aligning strategy and training
Training program should support firm’s strategic goals
Caterpillar Inc. established Caterpillar University that aligns corporation’s business strategy with developmental needs

5. Training Process (cont.)
Consisted of 4 steps:
1. Need analysis
2. Design
3. Implement the program
4. Evaluate the training session

6. Need Analysis: Existing Employees
Performance Analysis
A process of determining whether there is a performance deficiency

7. Performance Analysis (cont.)
3 crucial elements
1. Identify the job standard of the job holder
(e.g. To make 10 new contracts per week)
2. Compare standard with current performance - Performance Appraisal - Job-related performance data (productivity, absenteeism, waste, late deliveries, product quality, and customer complaints) - Observations by the supervisors - Conduct interviews with the candidates

8. Performance Analysis (cont.)
3. Cant’ do/ won’t do
Can’t do: employees don’t know what to do and how to do or employees don’t have the skills
Example- To make 6 new contracts per week
Won’t do: Employees are reluctant to do the job
Can’t do problems needs training right away
What are you going to do with won’t do?

9. Need Analysis: New Employees
Task analysis:
A detail analysis of the job
Job description and job specification should be scrutinized

10. Design Critical training design issues
Interference from & difficulty of overcoming prior training, learning, habits
Transfer of newly learned skills back to job
Training objective
- What is the actual need?
- Example: To make 10 contracts per week
Sort the training budget out
- Direct and indirect cost
Deciding on the actual content
- Online and offline content

11. Computer-Based Instruction
Benefits
Self-paced
Adaptive to different needs
Can be customized
Easy to deliver
Usually less expensive to administer
Can be conducted when convenient for employee
Drawbacks
Learners must be self-motivated
Cost of producing online, interactive materials
Lack of interaction with others may work against needs & preferred learning styles

12. Delivery or Implementation
On-the-job training
Internship/ Apprenticeship
Coaching and mentoring
Job rotation
Informal learning
Off-the-job training
Lectures
Audiovisual-based training
Case study
Seminar
Simulated learning
Corporate universities

13. Evaluation
Integral part of overall training program
Provides feedback on effectiveness of training program
Evaluation criteria should be established in tandem with & parallel to training objectives

14. Evaluating the Training Effort
Designing the evaluation study
Time series design
Controlled experimentation

15. Time Series Training Evaluation Design

16. Controlled Experimentations
A training group and a controlled group that receives no training
Data (e.g. quality of service and quantity of sales) for both groups is collected before the group is exposed to training
The training group then receives the training while controlled group receives no training
This makes it possible to determine the extent to which any change in the training group’s performance

17. Training Effects to Measure
Reaction- Evaluate reactions to the program. Did they like the program?
Learning- Test the trainees to determine if they have learned the principles
Behavior- Determine whether trainees’ behavior on the job has been changed due to training
Results- Most important element. Have you achieved the actual goal of training? Can the employee produce 10 contracts per week?

18. Exhibit 9-3 Four Levels of Training Evaluation

19. “Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience?”– Thomas John Watson Sr., IBM
“Human Resources isn’t a thing we do. It’s the thing that runs our business.”– Steve Wynn

20. Thank you!