1. TrainingandDevelopment

2. Training and Development Practices within the Integrated HR System Training and Development  Intentional efforts to improve current and future performance  By helping employees acquire SkillsSkills KnowledgeKnowledge AttitudesAttitudes  Required of a competitive workforce

3. Key Terms  Training  Improving employee competencies needed today or very soon  Typical objective is to improve employee performance in a specific job.  Development  Improving employee competencies over a longer period of time  Typical objective is to prepare employees for future roles.

4. Key Terms (cont’d)  Socialization  Learning how things are done in the organization Objective is to teach new employees about the organization’s history, culture and management practices.Objective is to teach new employees about the organization’s history, culture and management practices.

5. Learning Organizations  Learning recognized as a source of competitive advantage  Use knowledge management:  Make sure knowledge from employees, teams, and units is captured, remembered, stored and shared  Technologies provide software to share knowledge electronically  Chief Learning/Knowledge Officer coordinates activities

6. Training and Development within an Integrated HR System Other HR ActivitiesOther HR Activities HR PlanningHR Planning Job AnalysisJob Analysis RecruitmentRecruitment SelectionSelection Measuring PerformanceMeasuring Performance Global Environment Labour MarketLabour Market TechnologyTechnology OrganizationalEnvironment Needs Analysis Needs Analysis OrganizationOrganization JobJob PersonPerson DemographicDemographic Key Design Choices FocusFocus Who receives?Who receives? Who delivers?Who delivers? Where and when?Where and when? What methods?What methods? ContentContent Evaluation and Revision Outcomes AttitudesAttitudes SkillsSkills BehaviorBehavior PerformancePerformance AdvancementAdvancement RetentionRetention

7. Socialization Training Development Competencies that match strategyCompetencies that match strategy Cohesiveness and commitmentCohesiveness and commitment Improved recruitment and retentionImproved recruitment and retention Improved performanceImproved performance Legal compliance and protectionLegal compliance and protection Smoother mergers and acquisitionsSmoother mergers and acquisitions The Strategic Importance of Training and Development

8. Improving Performance  Improving Service  Training for Customers  Productivity  New Technology

9. Roles and Responsibilities in Training and Development Line Managers Link business plans to TandD Participate in delivery Help employees identify needs Support employee participation Reinforce transfer of learning Do OTJ training HR Professionals Identify needs, with line mgrs Help employees to identify needs Communicate TandD opportunities and consequences Develop/administer TandD activities Train trainers Evaluate Employees Identify own needs Accept responsibility for finding opportunities Actively participate in TandD activities Assist with TandD of coworkers Participate in evaluation of TandD activities

10. Managers HR Professionals Employees CooperateSupportTrain AssistCommunicateTrain IdentifyAcceptParticipate Partnership Perspective

11. Determining Training and Development Needs Organization Needs Perso n Needs Demographic Needs Job Needs

12. Organizational Needs Analysis  Assess short-and long-term strategic objectives  Analyze:  Human resource needs  Efficiency indices  Training climate  Resources and constraints  Clearly state T and D objectives

13. A Supportive Training Climate  Incentives encourage employees to participate  Managers make it easy for employees to attend T and D programs  Employees encourage each other  Use of new competencies is rewarded  No hidden punishments for participating  Managers who are effective trainers are rewarded

14. Job Needs Analysis  Identify specific skills, knowledge and behavior needed in present or future jobs  Use job analysis with competency modeling

15. Person Needs Analysis  Identify the gap between current capabilities and those that are necessary or desirable using:  Output measures  Self-assessed training needs  Career planning discussions  Attitude surveys

16. Demographic Needs Analysis  Determine needs of specific populations of workers  May be used to determine if all are given equal access to growth experiences and developmental challenges

17. AssessmentPhase Training and Development Phase EvaluationPhase Select training media and learning principlesSelect training media and learning principles Conduct trainingConduct training Establish conditions for maintenanceEstablish conditions for maintenance Develop criteriaDevelop criteria PretestPretest Monitor trainingMonitor training EvaluateEvaluate Training and Development Process Assess needs: OrganizationalOrganizational JobJob PersonPerson DemographicDemographic

18. Setting Up a Training and Development System  Creating the Right Conditions:  Insight  Motivation  New skills and knowledge  Real World Practice  Accountability

19. CognitiveKnowledge Skill-Based Outcomes AffectiveOutcomes Developing Program Content Program Content

20. Choosing the Program Format  Traditional Formats  On-the-job  On-site, but not on-the-job  Off the job  E-Learning  New technology allows integration of multiple learning methods  Includes teleconferencing, multimedia, computer- based learning  Can speed communication and cut costs

21. On the Job Training  Job instruction training  Apprenticeship training  Internships and assistantships  Job rotation and developmental job assignments  Supervisory assistance and mentoring  Coaching

22. Components of a Developmental Job  Unfamiliar responsibilities  Responsibility for creating change  High levels of responsibility  Boundary-spanning requirements  Dealing with diversity

23. On-Site, but Not On the Job Training  Programmed instruction on intranet or internet  Videos and CDs  Interactive video training: Combines programmed instruction with video  Teleconferencing  Corporate Universities and executive education

24. Off the Job Training  Formal courses  Simulation  Vestibule method: simulates actual job  Assessment centers  Role-playing  Business board games  Sensitivity training  Wilderness trips and outdoor training

25. On-the-Job On-Site, not On-the-Job Off the Job Job instruction ApprenticeshipInternships Job rotation Programmed instruction Interactive video and web-based training Teleconferencing Formal courses Simulation Assessment centers Role playing and sensitivity training Wilderness trips Program Location

26. Maintaining Performance After Training  Develop learning points to assist retention  Set specific goals  Identify reinforcers  Train significant others to reinforce behaviour  Teach trainees self-management skills

27. Evaluating Training and Development: Long-Term Consequences  Organizational  Improved productivity  Lower cost  Improved customer service  Improved retention  Increased applicant pool  Individual  Reduced stress  Increased job satisfaction  Career advancement  Family satisfaction  Employability