1. through Training and Development
Managing Performance
through Training and Development
Third Edition
PowerPoint Slides
Dr. Lori Buchart, CD, CHRP
Mount Royal University
© 2013 by Nelson Education Ltd.

2. The Training and Development Process
CHAPTER ONE
The Training and Development Process
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LEARNING OUTCOMES
Understand the meaning of performance management (PM), training and development (T&D), and human resources development (HRD)
Describe the PM process and the role of T&D
Describe the societal, organizational, and employee benefits of T&D
Discuss T&D in Canada
Explain the role of the environmental and organizational context of T&D and the human resources system
Discuss the meaning of strategic HR, T&D, and high-performance work systems
Discuss the instructional systems design model of T&D
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INTRODUCTION
Value of T&D cannot be underestimated – critical function
Number of incidents attributable to lack of training, which cost lives and money
Success and competitiveness are highly dependent upon sound T&D – critical to organizational performance
T&D are key factors in creativity, innovation, and transfer of knowledge, and are part of the defining factors of best companies to work for in Canada
It is a sound investment with an ROI – not a cost!
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5. PERFORMANCE MANAGEMENT
Performance management entails:
Not a single event – it is a continuous loop of:
(Re-)Establishing performance goals and expectations
Designing interventions and programs to develop employee KSA and overall employee and company performance
Monitoring success of interventions and programs
Employee development plans are critical in this process
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PM PROCESS
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7. TRAINING AND DEVELOPMENT
Formal and planned efforts that allow one to acquire KSAs:
Training: To improve current job performance (short-term focus)
Development: To perform future job responsibilities (longer-term focus) – i.e., career goals and organizational objectives
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8. HUMAN RESOURCES DEVELOPMENT
HRD:
Systematic and planned activities that are designed by an organization to provide:
Employees with an opportunity to learn necessary skills to meet current and future job demands
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T&D BENEFITS
Organizational
Increases effectiveness and productivity
Maintains competitive advantage
Improves recruitment and retention efforts
Provides an integrated structure/process to achieve organization’s business objectives
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T&D BENEFITS
Employees
Intrinsic and Extrinsic
Confidence
Self-efficacy
Higher earnings
Promotion/advancement
Positive attitude/behaviour
Seek out opportunities
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T&D BENEFITS
Society
Society
Skilled workforce
Increased standard of living
Increased global presence
Note: Canada lags in the category of innovation and competitiveness
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CANADA STATISTICS
Can we do better in Canada?
Number of employees in Canadian organizations that receive training:
11 million workers receive some sort of workplace training as follows:
More than 2/3 (69%) full-time workers
50% part-time employees
31% seasonal/contract employees
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INVESTMENT OR EXPENSE?
2006 – Canada ranked 21st in T&D spending
2002 – Canada ranked 12th in T&D spending
Underinvestment may lead to a gap in essential skills to remain competitive in today’s global marketplace
Must increase spending – not look at it as an expense, but rather an investment
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QUEBEC TRAINING LAW
Passed in 1995 – “1% or training law”
Only payroll training tax in North America
Changed way firms structure, organize, and deliver training:
Actively planning and implementing training
Participation increased (1997–2002) from:
21% to 33% in Quebec
29% to 35% in Canada
Employers, governments, and unions working together to find ways to promote
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T&D CONTEXT
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T&D CONTEXT
Environmental Context
Global competition
Technology
Labour market
Change
Social climate
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T&D CONTEXT
B. Organizational Context
Strategy
Structure
Culture
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T&D CONTEXT
C. Human Resources Management System
High-Performance Work System (HPWS)
Integration with all HR practices and policies
Integration with business strategy
… Is Essential
Influences T&D strategy, policy, and practice
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STRATEGIC T&D
Business strategy influences HRM strategy
An integrated/interrelated approach
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20. INSTRUCTIONAL SYSTEMS DESIGN MODEL (ISD)
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21. INSTRUCTIONAL SYSTEMS DESIGN MODEL (ISD)
Rational and scientific model of T&D process consists of three major overlapping steps:
Starts with performance gap or itch (problem)
– Training needs analysis
– Training design and delivery
– Training evaluation
The ISD model guides strategic T&D process (and the rest of this course)
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SUMMARY
Investigated strategic T&D processes and drivers of these processes
T&D play critical roles in an organization’s competitive advantage, effectiveness, and productivity
Done right, there can be a significant ROI – not simply an expense
Discussed state of training in Canada with added emphasis on the Quebec Training Law and its effectiveness since its inception
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SUMMARY
The value of training and development is increased when linked to SHRM, aligned with other HR practices (and a HPWS), and tied to an organization’s business strategy
Introduced instructional systems design (ISD) model
Key concepts to be addressed in subsequent chapters, such as needs analysis, training design and delivery, and the evaluation of training programs
© 2013 by Nelson Education Ltd.