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CHAPTER 8 CHAPTER 8
Training the WorkforceTraining the Workforce
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Chapter ObjectivesChapter Objectives
Recognize the difference between Recognize the difference between training and developmenttraining and development
Understand the Training ProcessUnderstand the Training Process Determine when employees need Determine when employees need
training and the best type of training training and the best type of training given a company’s circumstancesgiven a company’s circumstances
Recognize the characteristics that Recognize the characteristics that make training programs successfulmake training programs successful
Design job aids as complements or Design job aids as complements or alternatives to trainingalternatives to training
Understand how to socialize new Understand how to socialize new employees effectivelyemployees effectively
Review Key TermsCross-functional TrainingDevelopment job aidsRealistic Job Preview TrainingVirtual Reality
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Key Training IssuesKey Training Issues
How can training keep pace with a changing How can training keep pace with a changing organizational environment?organizational environment?
Should training take place in a classroom setting Should training take place in a classroom setting or on the job?or on the job?
How can training be effectively delivered How can training be effectively delivered worldwide?worldwide?
How can training be delivered so that trainees are How can training be delivered so that trainees are motivated to learnmotivated to learn
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Training vs. DevelopmentTraining vs. Development
TrainingTraining The process of providing The process of providing
employees with specific employees with specific skills or helping them skills or helping them correct deficiencies in their correct deficiencies in their performance.performance.
Current JobCurrent Job Individual EmployeesIndividual Employees ImmediateImmediate Fix current skill deficitFix current skill deficit May be seen as negativeMay be seen as negative
DevelopmentDevelopment An effort to provide An effort to provide
employees with the employees with the abilities the organization abilities the organization will need in the futurewill need in the future
Current and future jobCurrent and future job Work group and Work group and
organizationorganization Long term Long term Prepare for future work Prepare for future work
demandsdemands
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Challenges in TrainingChallenges in Training
Is training the solution to the problem? Are the goals of training clear and realistic? Is training a good investment? Will the training work?
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Managing the Training ProcessManaging the Training Process
Phase 1 - Needs Assessment Phase 1 - Needs Assessment Clarifying the objectives of trainingClarifying the objectives of training
OrganizationalOrganizational TaskTask PersonPerson
Phase 2 - Training and Conduct Phase 2 - Training and Conduct Direct response to an organizational problem or needApproaches vary by location, presentation, and type
Phase 3 - Evaluation Phase 3 - Evaluation Effectiveness of the training is assessed
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Managing the Training ProcessManaging the Training Process Phase 1 - Needs Assessment Phase 1 - Needs Assessment
Four Steps to Conducting a Needs Assessments: Step 1. Perform a "Gap" Analysis.
Current situation (SKA) vs. Desired or necessary situation The difference the "gap" between the current and the
necessary will identify our needs, purposes, and objectives.
Problems or deficits Impending change Opportunities Strengths New directions Mandated training
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Managing the Training ProcessManaging the Training Process Phase 1 - Needs Assessment Phase 1 - Needs Assessment
Four Steps to Conducting a Needs Assessments: Step 2. Identify Priorities and Importance.
Examine each in view of their importance to your organizational goals, realities, and constraints
Cost-effectiveness Legal mandates Executive pressure Population Customers
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Managing the Training ProcessManaging the Training Process Phase 1 - Needs Assessment Phase 1 - Needs Assessment
Four Steps to Conducting a Needs Assessments: Step 3. Identify Causes Of Performance Problems and/or
Opportunities. Are our people doing their jobs effectively? Do they know how to do their jobs?
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Managing the Training ProcessManaging the Training Process Phase 1 - Needs Assessment Phase 1 - Needs Assessment
Four Steps to Conducting a Needs Assessments: Step 4. Identify Possible Solutions and Growth
Opportunities. Training may be the solution, IF there is a knowledge
problem. Organization Development Activities may provide
solutions when the problem is not based on a lack of knowledge and is primarily associated with systematic change
strategic planning organization restructuring performance management effective team building
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Managing the Training ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase
The training program that results from assessment should be a direct response to an organizational problem or need. Approaches vary by
Location Presentation Type
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Managing the Training ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase
Location Options – OJTLocation Options – OJT Job rotationJob rotation
Moving a trainee from department to department to broaden his or her experience and identify strong and weak points.
ApprenticeshipsApprenticeships A structured process by which people become skilled workers through
a combination of classroom instruction and on-the-job training. InternshipsInternships
Advantages Can be inexpensive to implement Immediate feedback
Disadvantages Can be costly in customer satisfaction Wide variation in quality and content of teaching
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Managing the Training ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase
Location Options – Off- the-job TrainingLocation Options – Off- the-job Training Simulated training Training employees on special off-the-job equipment so training costs and hazards
can be reduced. Role Playing
Creating a realistic situation in which trainees assume the roles of persons in that situation.
Corporate universities Provides a means for conveniently coordinating all the company’s training efforts and
delivering Web-based modules that cover topics from strategic management to mentoring. In-house development centers
A company-based method for exposing prospective managers to realistic exercises to develop improved management skills.
Advantages More conducive to learning/less distractions
Disadvantages Learning may not transfer back to job
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Managing the Training ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase
Presentation OptionsPresentation Options Slides and VideotapesSlides and Videotapes TeletrainingTeletraining ComputersComputers SimulationsSimulations
Replicate job demands at off-site facility Replicate job demands at off-site facility Virtual Reality (VR)Virtual Reality (VR)
The use of a number of technologies to replicate the entire The use of a number of technologies to replicate the entire real-life working environment in real timereal-life working environment in real time
Classroom Instruction and Role-playsClassroom Instruction and Role-plays
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Managing the Training ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase
Types of TrainingTypes of Training Skills Training Skills Training
job aidsjob aids External sources of information that provide job related External sources of information that provide job related
information information
RetrainingRetrainingCross-functional TrainingCross-functional TrainingTeam TrainingTeam Training
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Managing the Training ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase
Types of TrainingTypes of Training Creativity Training – brainstormingCreativity Training – brainstorming Literacy TrainingLiteracy Training Diversity TrainingDiversity Training Crisis TrainingCrisis Training Customer Service TrainingCustomer Service Training Ethics TrainingEthics Training
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Managing the Training ProcessManaging the Training Process Phase 3 - The Evaluation PhasePhase 3 - The Evaluation Phase
Monetary AssessmentMonetary Assessment ROI (return on investment) of trainingROI (return on investment) of training
ROI = (Training Benefits – Training Costs)/(Training ROI = (Training Benefits – Training Costs)/(Training Costs) x 100 = (Net Training Benefits)/(Training Costs) x Costs) x 100 = (Net Training Benefits)/(Training Costs) x 100100
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Managing the Training ProcessManaging the Training Process Phase 3 The Evaluation Phase – Kirkpatrick ModelPhase 3 The Evaluation Phase – Kirkpatrick Model Level 1: Reaction Level 1: Reaction
Were the participants pleased? Were the participants pleased? What do they plan to do with what they learned? What do they plan to do with what they learned?
Level 2: Learning Level 2: Learning What skills, knowledge, or attitudes have changed? What skills, knowledge, or attitudes have changed? By how much? By how much?
Level 3: Behavior Level 3: Behavior Did the participants change their behavior based on what was Did the participants change their behavior based on what was
learned in the program? learned in the program? Level 4: Results Level 4: Results
Did the change in behavior positively affect the organization?Did the change in behavior positively affect the organization?
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Managing the Training ProcessManaging the Training Process Phase 3 - The Evaluation PhasePhase 3 - The Evaluation Phase
Legal Issues in Training The major requirement here is that employees must The major requirement here is that employees must
have access to training and development programs in have access to training and development programs in a nondiscriminatory fashiona nondiscriminatory fashion
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Orienting EmployeesOrienting Employees
Employee orientationA procedure for providing new employees with basic
background information about the firm Orientation content
Information on employee benefitsPersonnel policiesThe daily routineCompany organization and operationsSafety measures and regulationsFacilities tour
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Orienting EmployeesOrienting Employees
A successful orientation should accomplish four things for new employees: Make them feel welcome and at ease.Help them understand the organization in a broad
sense.Provide a Realistic Job Preview (RJP)
Make clear to them what is expected in terms of work and behavior.
Help them begin the process of becoming socialized into the firm’s ways of acting and doing things.
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CHAPTER 9 CHAPTER 9
Developing CareersDeveloping Careers
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Chapter ObjectivesChapter Objectives Establish a sound process for
helping employees develop their careers
Understand how to develop your own career
Identify the negative aspects of an overemphasis on career development
Establish an organizational culture that supports career development
Key TermsKey Terms Career development Job Rotation Mentoring Promotability Forecast Succession Planning
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Term(s)Term(s)
Career developmentCareer development An ongoing and formalized effort that focuses on An ongoing and formalized effort that focuses on
developing enriched and more capable workers.developing enriched and more capable workers.
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Challenges in Career DevelopmentChallenges in Career Development
Who will be responsible?Who will be responsible?The IndividualThe ManagerThe Organization
How much emphasis is appropriate?How much emphasis is appropriate? How will the needs of a diverse workforce be How will the needs of a diverse workforce be
met?met?
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Challenges in Career DevelopmentChallenges in Career Development
The IndividualAccept responsibility for your own careerAssess your interests, skills, and valuesSeek out career information and resourcesEstablish goals and career plansUtilize development opportunitiesTalk with your manager about your careerFollow through on realistic career plans
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Challenges in Career DevelopmentChallenges in Career Development
The ManagerProvide timely performance feedbackProvide developmental assignments and supportParticipate in career development discussionsSupport employee development plans
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Challenges in Career DevelopmentChallenges in Career Development
The OrganizationCommunicate mission, policies, and proceduresProvide training and development opportunitiesProvide career information and career programsOffer a variety of career options
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Career DevelopmentCareer Development
The Assessment PhaseThe Assessment Phase The Direction PhaseThe Direction Phase The Development PhaseThe Development Phase
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Career DevelopmentCareer Development The Assessment PhaseThe Assessment Phase
Self-AssessmentSelf-AssessmentCareer workbooks & Career-planning Career workbooks & Career-planning
workshopsworkshopsSkills AssessmentsSkills AssessmentsInterest InventoryInterest InventoryValues ClarificationValues Clarification
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Career DevelopmentCareer Development The Assessment PhaseThe Assessment Phase
Organizational AssessmentOrganizational AssessmentPsychological TestingPsychological TestingPerformance AppraisalsPerformance AppraisalsAssessment CentersAssessment CentersPromotability ForecastPromotability ForecastSuccession PlanningSuccession Planning
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Career DevelopmentCareer Development The Direction PhaseThe Direction Phase
Individual Career CounselingIndividual Career Counseling Information ServicesInformation Services
Job-posting systemsJob-posting systemsSkills inventoriesSkills inventoriesCareer pathsCareer pathsCareer resource centerCareer resource center
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Career DevelopmentCareer Development The Development PhaseThe Development Phase
MentoringMentoring process in which a more experienced person supports and aids process in which a more experienced person supports and aids
a less experienced person in his/her professional or personal a less experienced person in his/her professional or personal developmentdevelopment
Job RotationJob Rotation individual is moved through a schedule of assignments individual is moved through a schedule of assignments
designed to give him or her a breadth of exposure to the entire designed to give him or her a breadth of exposure to the entire operation.operation.
also practiced to allow qualified employees to gain more also practiced to allow qualified employees to gain more insights into the processes of a company and to increase job insights into the processes of a company and to increase job satisfaction through job variation.satisfaction through job variation.
Tuition Assistance ProgramsTuition Assistance Programs
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Career DevelopmentCareer Development Innovative Corporate Career Development InitiativesInnovative Corporate Career Development Initiatives
Provide each employee with an individual budget Offer on-site or online career centers Encourage role reversal Establish a “corporate campus” Help organize “career success teams” Provide career coaches Provide career planning workshops Utilize computerized on- and offline career development
programs Establish a dedicated facility for career development
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Career Self-AssessmentCareer Self-Assessment
Does what you’re doing for work resonate with Does what you’re doing for work resonate with your values?your values?
Do you find your work to be meaningful?Do you find your work to be meaningful? How does your organization treat you?How does your organization treat you? How do you use your talents at work?How do you use your talents at work? What is your manager like?What is your manager like? What is your life like?What is your life like?
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Guidelines for Today’s LeadersGuidelines for Today’s Leaders
Take an entrepreneurial perspectiveTake an entrepreneurial perspective Embrace chaosEmbrace chaos Some risk is neededSome risk is needed Breadth is the keyBreadth is the key Soft-skills can make or break youSoft-skills can make or break you
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Self-Development: Development SuggestionsSelf-Development: Development Suggestions
1.1. Create your own personal mission statementCreate your own personal mission statement
2.2. Take responsibility for your own direction and Take responsibility for your own direction and growthgrowth
3.3. Make enhancement, rather than advancement, Make enhancement, rather than advancement, your priorityyour priority
4.4. Talk to people in positions to which you aspire Talk to people in positions to which you aspire and get their suggestions on how to proceedand get their suggestions on how to proceed
5.5. Set reasonable goalsSet reasonable goals
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Self-Development: Advancement SuggestionsSelf-Development: Advancement Suggestions
1.1. Remember that performance in your function is Remember that performance in your function is important, but interpersonal performance is important, but interpersonal performance is criticalcritical
2.2. Set the right values and prioritiesSet the right values and priorities
3.3. Provide solutions, not problemsProvide solutions, not problems
4.4. Be a team playerBe a team player
5.5. Be customer orientedBe customer oriented
6.6. Act as if what you are doing makes a differenceAct as if what you are doing makes a difference