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McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

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1Chapter

Introduction to Introduction to Employee Employee

Training and Training and DevelopmentDevelopment

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Introduction Introduction (1 of 3)(1 of 3)

Training can contribute to companies’ competitiveness

Competitiveness – refers to a company’s ability to maintain and gain market share in an industry

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Introduction Introduction (2 of 3)(2 of 3)

Although they are in different types of businesses, they each have training practices that have helped them gain a competitive advantage in their markets

Issues affecting companies and influencing training practices:

customer serviceemployee retention and growthdoing more with lessquality and productivity

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Introduction Introduction (3 of 3)(3 of 3)

The training practices have helped Boston Pizza International, Bowater’s Coated and Specialty Paper Division, Americredit, and Home Depot:

grow the business, andimprove customer service, byproviding employees with the knowledge and skills they need to be successful

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Human Resource ManagementHuman Resource Management

Refers to the policies, practices, and systems that influence employees’:

behaviorattitudesperformance

HRM practices play a key role in attracting, motivating, rewarding, and retaining employees

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What is training?What is training?

Training – refers to a planned effort by a company to facilitate employees’ learning of job-related competencies

The goal of training is for employees to:master the knowledge, skill, and behaviors emphasized in training programs, andapply them to their day-to-day activities

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High-Leverage TrainingHigh-Leverage Training

Linked to strategic goals and objectivesUses an instructional design process to ensure that training is effectiveCompares or benchmarks the company’s training programs against training programs in other companiesCreates working conditions that encourage continuous learning

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Continuous Learning Continuous Learning (1 of 2)(1 of 2)

Continuous Learning – requires employees to understand the entire work system including the relationships among:

their jobstheir work unitsthe entire company

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Continuous Learning Continuous Learning (2 of 2)(2 of 2)

Employees are expected to:acquire new skills and knowledgeapply them on the jobshare this information with other employees

Managers take an active role:in identifying training needshelping to ensure that employees use training in their work

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Training and PerformanceTraining and Performance

Emphasis on high-leverage training has been accompanied by a movement to link training to performance improvement

Training is used to improve employee performance

This leads to improved business results

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Training and Performance: Training and Performance: Today’sToday’s EmphasisEmphasis (1 of 2)(1 of 2)

Providing educational opportunities for all employees

An on-going process of performance improvement that is directly measurable

not one-time training events

The need to demonstrate the benefits of trainingto executives, managers, and trainees

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Training and Performance: Training and Performance: Today’s Today’s EmphasisEmphasis (2 of 2)(2 of 2)

Learning as a lifelong eventsenior management, training managers, and employees have ownership

Training used to help attain strategic business objectives

helps companies gain a competitive advantage

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Training Design ProcessTraining Design Process

Conducting Needs Assessment

Ensuring Employees’ Readiness for

TrainingCreating a Learning

Environment

Ensuring Transfer of Training

Developing an Evaluation Plan

Select Training Method

Monitoring and Evaluating the

Program

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Instructional System Design (ISD)Instructional System Design (ISD)

Refers to a process for designing and developing training programs

There is not one universally accepted ISD model

ISD process should be:systematicflexible enough to adapt to business needs

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Assumptions of ISD ApproachesAssumptions of ISD Approaches (1 of 2)(1 of 2)

Training design is effective only if it helps employees reach instructional or training goals and objectives

Measurable learning objectives should be identified before training

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Assumptions of ISD ApproachesAssumptions of ISD Approaches (2 of 2)(2 of 2)

Evaluation plays an important part in:planning and choosing a training methodmonitoring the training programsuggesting changes to the training design process

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Forces Influencing the WorkplaceForces Influencing the Workplaceand Training: and Training: (1 of 2)(1 of 2)

Globalization

Need for leadership

Increased value placed on knowledge

Attracting and retaining talent

Customer service and quality emphasis

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Forces Influencing the WorkplaceForces Influencing the Workplaceand Training: and Training: (2 of 2)(2 of 2)

Changing demographics and diversity of the work force

New technology

High-performance models of work systems

Economic changes

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Core Values of Total Quality Core Values of Total Quality Management (TQM) Management (TQM) (1 of 2)(1 of 2)

Methods and processes are designed to meet the needs of internal and external customers

Every employee in the company receives training in quality

Quality is designed into a product or service so that errors are prevented from occurring, rather than being detected and corrected

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Core Values of TQM Core Values of TQM (2 of 2)(2 of 2)

The company promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs

Managers measure progress with feedback based on data

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Skills Needed to Manage a Diverse Work Skills Needed to Manage a Diverse Work Force: Force: (1 of 2)(1 of 2)

Communicating effectively with employees from a wide variety of backgrounds

Coaching, training and developing employees of different ages, educational backgrounds, ethnicities, physical abilities, and races

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Skills Needed to Manage a Diverse Work Skills Needed to Manage a Diverse Work Force: Force: (2 of 2)(2 of 2)

Providing performance feedback that is free of values and stereotypes based on gender, ethnicity, or physical handicap

Creating a work environment that allows employees of all backgrounds to be creative and innovative

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Use of new technology and work design needs to Use of new technology and work design needs to be supported by specific HRM practices: be supported by specific HRM practices: (1 of 2)(1 of 2)

Employees choose or select new employees or team membersEmployees receive formal performance feedback and are involved in the performance improvement processOngoing training is emphasized and rewardedRewards and compensation are linked to company performance

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Use of new technology and work design needs to Use of new technology and work design needs to be supported by specific HRM practices: be supported by specific HRM practices: (2 of 2)(2 of 2)

Equipment and work processes encourage maximum flexibility and interaction between employeesEmployees participate in planning changes in equipment, layout, and work methodsEmployees understand how their jobs contribute to the finished product or service

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Roles of TrainersRoles of Trainers

Strategic AdviserSystems Design and DeveloperOrganization Change AgentInstructional DesignerIndividual Development and Career CounselorCoach / Performance ConsultantResearcher

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Who Provides Training?

Who Is In Charge of Training?