1. © 2008 by Prentice Hall7-1 Human Resource Management Chapter 7 TRAINING AND DEVELOPMENT

2. © 2008 by Prentice Hall7-2 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

3. © 2008 by Prentice Hall7-3 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

4. © 2008 by Prentice Hall7-4 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

5. © 2008 by Prentice Hall7-5 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

6. © 2008 by Prentice Hall7-6 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

7. © 2008 by Prentice Hall7-7 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

8. © 2008 by Prentice Hall7-8 Factors Influencing T&D Top management support Commitment from specialists and generalists Technological advances Organizational complexity Learning principles Other human resource functions

9. © 2008 by Prentice Hall7-9 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

10. © 2008 by Prentice Hall7-10 Just-in-time Training Training provided anytime, anywhere in the world when it is needed

11. © 2008 by Prentice Hall7-11 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

12. © 2008 by Prentice Hall7-12 Determining Specific Training and Development Needs A systematic approach to addressing bona fide needs must be undertaken Organizational analysis Task analysis Person analysis

13. © 2008 by Prentice Hall7-13 Establishing Specific Training and Development Objectives Desired end results Clear and concise objectives must be formulated

14. © 2008 by Prentice Hall7-14 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

15. © 2008 by Prentice Hall7-15 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