1. 1 Employee Training  A process whereby people acquire skills and knowledge to aid in the achievement of organizational goals. Hard and soft skills Increasing human capital  Poorly trained employees may not perform to their potential Non-maximum performance Costly mistakes.

2. 2 Types of Training

3. 3 Legal Issues and Training Training Design and Delivery Criteria and practices used to select individuals Accommodation of individuals with disabilities Requiring signing of training contracts

4. 4 Training and Organizational Strategy  Benefits of Strategic Training HR and trainers partner with operating managers to solve problems, and to make contributions to organizational results. Managers are less likely to think that training alone can solve performance problems.

5. 5 Training and Organizational Strategy  Organization Competitiveness and Training Training makes organizations more competitive. Training helps retain valuable employees. Training helps accomplish organizational strategies.

6. 6 Linking Organizational Strategies and Training Source: Based on ideas from Lisa A. Burke and Joseph V. Wilson III.

7. 7 Organizational Competitiveness and Training  Knowledge Management and Training Identifying and leveraging intellectual capital to create value and be competitive. Effort to get the right knowledge to the right people/right time so that it can be shared and put into action.

8. 8 Organizational Competitiveness and Training  Training as a Revenue Source Marketing training with or alongside products can contribute significantly to a firm’s revenues.

9. 9 Focusing on identifying and addressing root causes of performance problems Documenting and comparing high performers with typical performers Recognizing the interaction of individual and organizational factors Performance Consulting Performance Consulting Approach

10. 10 Training and Global Strategies  Global Assignment Training Cross-cultural training crucial to global strategic success as businesses expand overseas.

11. 11 Intercultural Competence Training Source: Developed by Andrea Graf, PhD, Technical University of Braunschweig, Germany, and Robert L. Mathis, PhD, SPHR.

12. 12 Developing Strategic Training Plans  Effective training efforts consider: Is there really a need for training? Who needs training? Who should do the training? What form will the training take? How will knowledge be transferred to the job? How will the training be evaluated?

13. 13 Systematic Training Process

14. 14 Sources of Information Used in Training Needs Assessment

15. 15 Establishing Training Objectives and Priorities  Gap Analysis The distance between where an organization is with its employee capabilities and where it needs to be. Types of Training Objectives KnowledgeSkillAttitude

16. 16 Training Design Learning Styles Tactile Learners Visual Learners Auditory Learners

17. 17 More Training Design Learner Readiness Self-EfficacyMotivation to Learn Ability to Learn

18. 18 More Training Design 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 to learning. Are motivated by both extrinsic and intrinsic factors. Adult Learning Principles

19. 19 More Training Design Spaced PracticeMassed Practice Learner Participation Active Practice

20. 20 More Training Design  Behavior Modeling Copying someone else’s behavior by observing how another person deals with a problem.  Reinforcement Law of effect states that people tend to repeat behaviors that are rewarded and avoid behaviors that are punished.  Immediate Confirmation Reinforcement and feedback are most effective when given as soon as possible after training.

21. 21 More Training Design  Transfer of Training When trainees actually use on the job what they learned and maintain use of the learned material over time.  Increasing the Transfer of training Offering trainees an overview of training content and process. Ensuring that the training mirrors the job context. Opportunities for practice

22. 22 Approaches to Maximizing Transfer  Identical Elements  Basic Principles  Automaticity  Conducive Climate Transfer can be positive, negative, or zero.

23. 23 Training Delivery: Factors  Nature of training  Subject matter  Number of trainees  Individual vs. team  Self-paced vs. guided  Training resources/costs  E-learning vs. traditional  Geographic locations  Time allotted  Completion timeline

24. 24 Methods Companies Use to Deliver Training

25. 25 Internal Training  Informal Training Training that occurs through interactions and feedback among employees.  On-the-Job Training (OJT) Shadowing Problems with OJT  Poorly-qualified or indifferent trainers  Disruption of regular work  Bad or incorrect habits passed on

26. 26 Stages for On-the-Job Training (OJT)

27. 27 Internal Training  Cross-Training Training people to do more than one job. Increases flexibility and development  Challenges of Cross-Training Threatens unions with loss of job jurisdiction and broadening of jobs Requires different scheduling during training Causes loss of productivity as people learn

28. 28 Why External Training?  Cost effective to outsource  Insufficient time to develop training  Lack of expertise internally

29. 29 Combination Training Approaches Forms of Cooperative Training School-to- Work Transition Apprentice Training Internship

30. 30 Most Common Apprenticeship Occupations Source: U.S. Department of Labor, 2006, www.dol.gov.

31. 31 Orientation: Bringing New Employees On Board Establishes favorable employee impression of the organization Provides organization and job information. Bring more work-related experiences into the process Accelerates socialization and integration of new employees Ensures employee performance and productivity begins quickly Achievements of Effective Orientation

32. 32 Effective New Employee Orientation Sample Sample Prepare for new employees Use mentors Use an orientation checklist Document Cover Handbook Avoid information overload Evaluate and follow up Making Employee Orientation More Effective

33. 33 E-Learning: On-Line Training  Internet or organizational intranet to conduct training on- line. E-Learning Methods Distance Training/ Learning Simulations and Training Blended Learning

34. 34 Advantages and Disadvantages of E-Learning Source: Developed by Lisa A. Burke and Robert L. Mathis.

35. 35 Why E-Learning? Top management support and available funding Embracing decentralized and individualized training. Current training methods not meeting training needs. Trainees are computer literate and have access to the Internet. Travel time and costs for geographically-dispersed trainees Trainees are self-motivated and can direct their own learning.

36. 36 Kirkpatrick’s Levels of Training Evaluation

37. 37 Training Evaluation Methods  Cost-Benefit Analysis Comparison of costs and benefits associated with organizational training efforts  Measurement of costs and benefits may be difficult.  Return on Investment (ROI)  Benchmarking

38. 38 Training Evaluation Metrics 4. Conduct costs and savings benefits comparison 3. Compute potential benefits 2. Identify potential benefits/outcomes 1. Determine overall training costs Cost-Benefit Analysis

39. 39 Balancing Costs and Benefits of Training

40. 40 Internal Validity: Did training cause the change? Experimental Design Post- Measure Pre/Post- Measure Pre/Post- Measure with Control Group