1. Human Resource Management 10th Edition Chapter 7 TRAINING AND DEVELOPMENT
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2. HRM in Action: Job Security versus Career Security
Job security - Implies security in one job, often with one company
Career security - Requires developing marketable skills and expertise that help ensure employment within a range of careers
Employability doctrine - Employees owe the company their commitment while employed and the company owes its workers the opportunity to learn new skills, but that is as far as the commitment goes
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3. Jobs Identified for Extinction
Stockbrokers, auto dealers, mail carriers, insurance and real estate agents, telephone repair people (wireless technology will take over), computer data entry personnel (voice recognition technology and scanning devices will eliminate the manual effort), and library researchers
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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
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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
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6. T&D Costs Over $50 billion every year on formal T&D programs
Average annual expenditure per employee for training rose to $955, but averaged $1,368 per employee in large organizations
Purpose of T&D - Improved performance
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7. Learning Organization
Firms that recognize critical importance of continuous performance-related training and development and take appropriate action
Workers rewarded for learning and provided enriched jobs, promotions, and compensation
Organizations with reputation of being learning leader attract more and better qualified employees
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8. Factors Influencing T&D
Top management support
Commitment from specialists and generalists
Technological advances
Organizational complexity
Learning principles
Other human resource functions
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9. Learning Generalizations
Learners progress in area of learning only as far as need to achieve purposes
Best time to learn is when learning can be useful
Try to space out training sessions
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10. Just-in-time Training
Training provided anytime, anywhere in the world when it is needed
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11. 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
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12. Determining Specific Training and Development Needs
A systematic approach to addressing bona fide needs must be undertaken
Organizational analysis
Task analysis
Person analysis
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13. Establishing Specific Training and Development Objectives
Desired end results
Clear and concise objectives must be formulated
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14. 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
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15. 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
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16. Instructor-Led
Continue to be effective for many types of employee training
Convey great deal of information in relatively short time
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17. 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
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18. 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
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19. 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
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20. 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
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21. 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
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22. 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
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23. 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
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24. Job Rotation
Employees move from one job to another to broaden experience
Helps new employees understand variety of jobs
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25. 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
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26. Apprenticeship Training
Combines classroom instruction with on-the-job training
Traditionally used in craft jobs
Apprentice earns less than master craftsperson who is instructor
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27. Training & Development Delivery Systems
Corporate Universities
Colleges and Universities
Community Colleges
Online Higher Education
Videoconferencing
Vestibule Training
Computer-Based Systems
Video Media
E-Learning
Simulators
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28. Corporate Universities
T&D delivery system provided under the umbrella of the organization
Focus on creating organizational change
Proactive and strategic
Growth attributed to universities’ flexibility
Estimated 2,000 in U.S.
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29. Colleges and Universities
Primary delivery system for training professional, technical, and management employees
Corporate training programs often partner with colleges and universities
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30. Community Colleges Publicly funded higher education establishments
Deliver vocational training and associate degree programs
Rapid technological changes and corporate restructuring have created new demand for community college resources
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31. Online Higher Education
Educational opportunities including degree and training programs delivered either entirely or partially, via the Internet
Allows employees to attend class at lunchtime, during day or in evening
Reduces commute to school
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32. Videoconferencing
Many firms in the United States use videoconferencing and satellite classrooms for delivering T&D
Interactive and offers flexibility and spontaneity of traditional classroom
Global firms, in particular, can benefit
Increase access to training, ensure consistency of instruction, and reduce cost of delivering T&D programs
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33. Vestibule System
T&D delivery system that takes place away from the production area on equipment that closely resembles equipment actually used on the job
Removes employee from pressure of having to produce while learning
Emphasis on learning skills required by job
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34. Video Media
DVDs, videotapes, and film clips continues to be popular training delivery systems
Especially appealing to small businesses
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35. E-Learning Delivery system for online instruction
Available anytime, anywhere in the world, and in different languages
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36. Virtual Reality Unique extension of e-learning
Permits trainees to view objects from a perspective otherwise impractical or impossible
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37. Simulators
Devices or programs that are located away from the job site and replicate actual job demands
Example: training of airline pilots in a simulator
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38. Management Development
All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions
Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment
First-line supervisors, middle managers, and executives may all participate in management development programs
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39. Mentoring
Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development
Mentor may be located elsewhere in organization or in another firm
Relationship may be formal or informal
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40. Mentoring/Coaching for Women and Minorities
Some believe that having a mentor is essential to make it to the top
Mentors tend to seek out their mirror images
Since women and minorities are not equally represented at the firm’s top levels, they are often left without a mentor
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41. Specific Roles of Mentors
Coaching
Sponsor advancement
Provide challenging assignments
Protect employees from adverse forces
Encourage positive visibility
Offer personal support
Friendship
Acceptance
Counseling
Role modeling
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42. Coaching Often considered responsibility of immediate boss
Provides assistance much as a mentor
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43. Reverse Mentoring
Process where the older employees learn from the younger ones.
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44. Orientation Initial T&D effort designed for employees
Strives to inform them about company, job and workgroup
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45. Purposes of Orientation
Employment situation
Company policies and rules
Compensation and benefits
Corporate culture
Team membership
Employee development
Dealing with change
Socialization
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46. Responsibility for and Scheduling of Orientation
Often joint responsibility of training staff and line supervisor
Peers often excellent information agents
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47. Onboarding (Executive Orientation)
Help new executives quickly learn organization’s structure, culture and politics so they can start making contributions to organization as soon as possible
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48. Special Training Areas
Diversity - Develop sensitivity to create more harmonious working environment
English as a Second Language - Help employees in way that validates them and optimizes personal relationships
Ethics - Develop corporate culture that rewards ethical behavior
Telecommuter - Permit manager and employee to define job responsibilities and set goals and expectations
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49. Special Training Areas (Cont.)
Customer Service - Teaches employees the skills needed to meet and exceed customer expectations
Conflict Resolution - Communication skills needed to resolve gridlock
Teamwork - How to work in groups
Empowerment - How to make decisions and accept responsibility
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50. Special Training Areas (Cont.)
Remedial - Basic literacy/mathematics skills
Anger Management - Help participants take control of angry outbursts
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51. Implementing Human Resource Development Programs
Often difficult
Many managers are action-oriented
Feel they are too busy to engage in T&D efforts
Qualified trainers must be available
Requires high degree of creativity
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52. Metrics for Evaluating Training and Development
Participants’ Opinions
Extent of Learning
Behavioral Change
Accomplishment of T&D Objectives
Benchmarking
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53. Participants’ Opinions
Measure level of customer satisfaction
Overall experience may bias some reports
Good way to obtain feedback and to get it quickly and inexpensively
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54. Extent of Learning Determine what participants have learned
Pre-test-post-test control group design
Differences are attributed to training provided
Problem: Controlling for variables other than training
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55. Behavioral Change Tests may accurately indicate what trainees learn
May give little insight into whether participants to changed their behavior
Best demonstration of value: When learning translates into lasting behavioral change
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56. Accomplishment of T&D Objectives
Has it achieved stated objectives and actually impacted performance
Might establish a return on investment (ROI) metric
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57. Benchmarking
Process of monitoring and measuring a firm’s internal processes, such as operations, and then comparing data with information from companies that excel in those areas
Focus on metrics such as: training costs, the ratio of training staff to employees, and whether new or more traditional delivery systems are used
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58. Workforce Investment Act
Replaces Job Training Partnership Act and consolidates more than 70 federal job-training programs
Meet needs of business for skilled workers and satisfy training, education, and employment needs of individuals
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59. Organization Development (OD)
Planned process of improving an organization by developing its structures, systems, and processes to improve effectiveness and achieve desired goals
Applies to entire system such as a company or plant
Major means of achieving change in corporate culture
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60. OD Interventions Survey feedback Quality circles Team building
Sensitivity training
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61. Survey Feedback
Process of collecting data from organizational unit through use of questionnaires, interviews and other objective data
Can create working environments that lead to better working relationships, greater productivity and increased profitability
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62. Survey Feedback Steps
Members of organization involved in planning survey
All members of organizational unit participate in survey
OD consultant usually analyzes data and tabulates results
Data feedback
Feedback meetings
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63. Quality Circles
Groups of employees who voluntarily meet regularly with supervisors to discuss problems
Investigate causes
Recommend solutions
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64. Team Building Conscious effort to develop effective workgroups
Uses self-directed teams
Small group of employees responsible for entire work process
Members work together to improve their operation
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65. Sensitivity Training
Participants learn about themselves and how others perceive them
No agenda, leaders, authority, power positions
People learn through dialogue
Participants encouraged to learn about themselves and others in group
Also called T-group training
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66. A Global Perspective: Learning the Culture of China
The Chinese Language School of Connecticut Inc., a nonprofit organization, has branched out to help companies wishing to initiate trade with China or learn more about the country’s culture and traditions
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