1. Human Resource Management TRAINING AND DEVELOPMENT

2. Introduction
Companies use training to support their business strategies, gain competitive advantage, retain and motivate employees
Employees are aware that training essential to their future marketability, as a result they choose companies to work based on opportunities for learning.

3. Why Training?
Increase employees’ knowledge of foreign competitors and cultures which is critical for success in foreign market
Help ensure that employees have the basic skills to work with new technology (robot and computer-assisted manufacturing process)
Help employees understand how to work effectively in teams to contribute to product and service quality
Ensure that the company’s culture emphasizes innovation, creativity, and learning
Ensure employment security by providing new ways for employees to contribute to the company when their jobs change or skills become obsolete

4. Training and Development (T&D)
Training and development (T&D) - Heart of a continuous effort designed to improve employee competency and organizational performance
Training - Provides learners with the knowledge and skills needed for their present jobs

5. Training and Development (T&D) (Cont.)
Development - Learning that goes beyond today’s job and has a more long-term focus
Prepares employees to keep pace with organization as it changes and grows

6. Determine Specific T&D Needs
Training and Development (T&D) Process External Environment Internal Environment
Determine Specific T&D Needs
Establish Specific T&D Objectives
Select T&D Method (s) and Delivery System (s)
Implement T&D Programs
Evaluate T&D Programs

7. Determining Specific Training and Development Needs
A systematic approach to addressing bona fide needs must be undertaken
Organizational analysis
Task analysis
Person analysis

8. Organizational analysis
Managers need to consider 3 factors before choosing training as the solution to any pressure point:
Support of managers and peers
Company strategy
Training resources available

9. Organizational analysis - Support of manager and peers
The key factors to success are a
Positive attitude among peers and managers about participation in training activities
They must be willing to tell trainees how they can more effectively use knowledge, skills, or behavior learned in training on the job
Availability of opportunities for the trainees to use training content in their job

10. Organizational analysis – Company Strategy
Emphasis
How Achieved
Training Implications
1. Concentration
Increase market share, reduce operating cost, creating or maintaining market niche for products and services
Improve product quality
Productivity or process improvement
On-the-job training
Specialized programs
2. Internal growth
Market development, product development, innovation and joint ventures
Market existing products/add distribution channels
Modify existing products
Create new or different products
Support high-quality communication of product value
Cultural training
Develop organizational culture that values creative thinking and analysis

11. Organizational analysis – Company Strategy
Emphasis
How Achieved
Training Implications
3. External growth
Acquiring vendors and suppliers or buying businesses that allows a company to expand into new market
Acquire firms operating at same stage in product market chain
Acquire businesses that can supply or buy product
Determine capabilities of employees in acquired firms
Integrate training systems
4. Disinvestment Strategy
Emphasis on liquidation and divesture of businesses
Reduce cost
Reduce asset
Generate revenue
Redefine goals
Sell off all assets
Motivation, goal-setting, time management, stress management, cross-training

12. Organizational Analysis – Training Resources
It is necessary to identify whether the company has the budget, time and expertise for training

13. Person Analysis
This analysis helps the manager identify whether training is appropriate and which employees need training
In certain situations, such as the introduction of new technology or service, all employees may need training
However, a major pressure point for training is poor or substandard performance – a gap between current performance and expected performance
Performance evaluation

14. Person Analysis To determine if training is needed, assess whether:
The performance problem is important and has the potential to cost the company a significant amount of money from lost productivity
The employees do not know how to perform effectively
Employees cannot demonstrate the correct knowledge or behavior

15. Task Analysis Identifies the conditions in which tasks are performed
Task analysis results in a description of work activities, including tasks performed by the employee and the knowledge, skills and abilities required to successfully complete the tasks

16. Blended Training
Firms utilize a number of methods for imparting knowledge and skills to workforce
Usually more than one method, called blended training, is used to deliver the training

17. T&D Methods Instructor-Led Case Study Behavior Modeling Role Playing
Business Games
In-Basket Training
On-the-Job Training
Job Rotation
Internships
Apprenticeship Training

18. Instructor-Led
Continue to be effective for many types of employee training
Convey great deal of information in relatively short time

19. Trends & Innovations: Virtual Instructor-Led
Enables students to do practically anything they could do in traditional classroom
Blackboard Learning System - Software application for delivering education online

20. Case Study
T&D method in which trainees study the information provided in the case and make decisions based on it
Used in classroom with instructor who serves as facilitator

21. Behavior Modeling
T&D method which permits a person to learn by copying or replicating behaviors of others to show managers how to handle various situations
Examples - Conducting performance appraisal reviews, correcting unacceptable performance, delegating work, improving safety habits, handling discrimination complaints, overcoming resistance to change, orienting new employees, and mediating individuals or groups in conflict

22. Role Playing
T&D method where participants are required to respond to specific problems they may encounter in their jobs by acting out real-world situations
Used to teach such skills as:
interviewing
grievance handling
performance appraisal reviews conference leadership
team problem solving communication

23. Business Games
Permits participants to assume roles such as president, controller, or marketing vice president of two or more similar hypothetical organizations and compete against each other by manipulating selected factors in a particular business situation

24. In-Basket Training
Exercise in which participant is asked to establish priorities for and then handle a number of business papers or messages such as memoranda, reports, and telephone messages that would typically cross a manager’s desk

25. On-the-Job Training
Informal T&D method that permits an employee to learn job tasks by actually performing them
Most commonly used T&D method
No problem transferring what has been learned to the task

26. Job Rotation
Employees move from one job to another to broaden experience
Helps new employees understand variety of jobs

27. Internships
Training approach where university students divide time between attending classes and working for organization
Excellent means of viewing potential permanent employee at work
Students are enabled to integrate theory with practice

28. Apprenticeship Training
Combines classroom instruction with on-the-job training
Traditionally used in craft jobs
Apprentice earns less than master craftsperson who is instructor