1. © 2005 McGraw-Hill Ryerson Ltd. Chapter 6 Training Employees 1.Discuss how to link training programs to organizational needs. 2. Explain how to assess the need for training. 3. Explain how to assess employees’ readiness for training. 4.Describe how to plan an effective training program. 5.Compare widely used training methods. 6.Summarize how to implement a successful training program. 7.Evaluate the success of a training program. 8. Describe training methods for employee orientation and diversity management. What Do I Need to Know? 12 Creating and Maintaining High- Performance Organizations C H A P T E R

2. © 2005 McGraw-Hill Ryerson Ltd. Vancouver 2010 – Senior VP HR The Vancouver Organizing Committee for the 2010 Olympic and Paralympic Games has a key role for the Senior Vice President, Human Resources. Responsibilities include providing for best practices in employee relations, compensation, and performance management. 2 of 17

3. © 2005 McGraw-Hill Ryerson Ltd. High-Performance Work Systems 3 of 17 Traditional management practices Isolated decisions about technology, organizational structure, and human resources High-performance work systems Technology, organizational structure, people, and processes all work together to give an organization an advantage in the competitive environment

4. © 2005 McGraw-Hill Ryerson Ltd.. 4 of 21 Elements of a High-Performance Work System 5 of 204 of 17

5. © 2005 McGraw-Hill Ryerson Ltd.. 4 of 21 Outcomes of a High-Performance Work System 5 of 17

6. © 2005 McGraw-Hill Ryerson Ltd.. 4 of 21 Conditions for High-Performance 6 of 17 Conditions for High-Performance Ethics KnowledgeSharing EmployeeDiscipline SystemFairness Satisfaction & Engagement ManagingTurnover Teamwork & Involvement

7. © 2005 McGraw-Hill Ryerson Ltd. Teamwork, Involvement & Knowledge Sharing 8 of 21 Teamwork & Involvement Expect employees to make more decisions Work teams bring together skills and experiences Knowledge Sharing Learning organization Continuous learning Critical, systemic thinking Learning culture Employees are valued 7 of 17

8. © 2005 McGraw-Hill Ryerson Ltd. Employee Satisfaction & Engagement 8 of 21 Employee satisfaction and engagement are linked to improved organizational performance Measure through the use of a survey Exit interview A meeting of a departing employee with the employee’s supervisor and/or an HR specialist to discuss reasons for leaving 8 of 17

9. © 2005 McGraw-Hill Ryerson Ltd. Costs Associated with Turnover 7 of 217 of 169 of 17 InvoluntaryVoluntary Recruiting, selecting, and training replacements Lost productivity Lawsuits Workplace violence Recruiting, selecting, and training replacements Lost productivity Loss of talented employees

10. © 2005 McGraw-Hill Ryerson Ltd. Discharging Employees 8 of 21 Just cause dismissal Serious violation of the employment relationship e.g. dishonesty Constructive dismissal Employer makes a significant change to a worker’s conditions of employment Termination pay Severance pay 10 of 17

11. © 2005 McGraw-Hill Ryerson Ltd. System Fairness 8 of 2111 of 17 SystemFairness OutcomeFairness ProceduralJustice InteractionalJustice

12. © 2005 McGraw-Hill Ryerson Ltd. Progressive Discipline 8 of 2112 of 17 VerbalwarningVerbalwarningTemporarysuspensionTemporarysuspension TerminationTerminationOfficial written warning 2 nd written warning plus threat of suspension

13. © 2005 McGraw-Hill Ryerson Ltd. Promoting Ethical Behaviour 8 of 21 Written code of ethics Distributed to employees Used in decision making Reinforce ethical behaviour Performance measures Provide channels Provide training 13 of 17

14. © 2005 McGraw-Hill Ryerson Ltd. HRM’s Contribution 9 of 2114 of 17 HRM’sContribution To High Performance Job Design Reinforcement & Selection Training & Development Performance Management Total Rewards

15. © 2005 McGraw-Hill Ryerson Ltd. HRM Technology Applications 15 of 21 Human Resource Information Systems Relational databases provide the ability to locate and combine many categories of data to meet of needs of managers and HR E-HRM Using technology for a variety of HR applications e.g. employee self-service 15 of 17

16. © 2005 McGraw-Hill Ryerson Ltd. 16 of 2116 of 17 Customer-Oriented Perspective of HRM 16 of 17

17. © 2005 McGraw-Hill Ryerson Ltd. Techniques for Measuring Effectiveness of HRM 18 of 21 HRM Audit A formal review of the outcomes of HRM functions, based on identifying key HRM functions and measures of organizational performance ROI Math Calculation of Return on Investment in Human Capital 17 of 17