Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall 7-1 Human Resource Management 11 th Edition Chapter 7 TRAINING AND DEVELOPMENT

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

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Human Resource Management 11th EditionChapter 7

TRAINING AND DEVELOPMENT


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HRM in Action:High-Tech Videoconferencing

• Cisco, Hewlett-Packard, Teliris, and Polycom called “Cadillac's of Videoconferencing”

• HP’s Halo and Cisco’s TelePresence technologies cost up to $300,000/unit but can pay for themselves in 9 months

• In high stakes meetings where reading body language is a requirement, systems are ideal

• Telepresence, lifelike virtual-meeting system, is almost better than being there, when you consider time, money and carbon emissions saved by cutting back on travel


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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


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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


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Strategic Benefits of T&D

• Employee satisfaction• Improved morale• Higher retention• Lower turnover• Improved hiring• Better bottom line• Satisfied employees produce satisfied

customers


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T&D Costs

• Average annual expenditure per employee for training is $1,040

• Total spending of $129.6 billion on employee learning and development

• Some organizations spend a great deal more

• Purpose of T&D - Improved performance


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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


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Factors Influencing T&D

• Top management support

• Technological advances

• World complexity

• Learning styles

• Other human resource functions


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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


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Just-in-Time Training

Training provided anytime, anywhere in the world when it is needed


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Training and Development (T&D) ProcessExternal EnvironmentInternal 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


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Determining Specific Training and Development Needs

A systematic approach to addressing bona fide needs must be undertaken

Organizational analysis

Task analysis

Person analysis


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Establishing Specific Training and Development Objectives

• Desired end results

• Clear and concise objectives must be formulated


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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


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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


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Instructor-Led

• Continue to be effective for many types of employee training

• Convey great deal of information in relatively short time


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Virtual Instructor-Led

• Enables students to do practically anything they could do in traditional classroom

• Blackboard Learning System - Software application for delivering education online


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Case Study

• T&D method in which trainees study the information provided in the case and make decisions based on it

• Used in classroom with instructor who serves as facilitator


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Behavior Modeling

• T&D method where person learns by copying or replicating behaviors of others to show managers how to handle various situations

• Examples - Conducting performance appraisal reviews, correcting unacceptable performance, delegating work, improving safety habits, handling discrimination complaints, overcoming resistance to change, orienting new employees, and mediating individuals or groups in conflict


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Role Playing

• T&D method where participants respond to specific problems they encounter in jobs by acting out real-world situations

• Used to teach such skills as: – interviewing– grievance handling– performance appraisal reviews – conference leadership– team problem solving – communication


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Business Games

Participants assume roles such as president, controller, or marketing vice president of two or more similar hypothetical organizations and compete against each other by manipulating selected factors in a particular business situation


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In-Basket Training

Participant is asked to establish priorities for and then handle number of business papers or e-mail messages such as memoranda, reports, and telephone messages that would typically cross a manager’s desk


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On-the-Job Training

• Informal T&D method that permits employee to learn job tasks by actually performing them

• Most commonly used T&D method

• No problem transferring what has been learned to the task


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Job Rotation

• Employees move from one job to another to broaden experience

• Helps new employees understand variety of jobs


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Internships

• Training approach where university students divide time between attending classes and working for organization

• Excellent means of viewing potential permanent employee at work

• Students are enabled to integrate theory with practice


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Apprenticeship Training

• Combines classroom instruction with on-the-job training

• Traditionally used in craft jobs

• Apprentice earns less than master craftsperson who is instructor


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Training & Development Delivery Systems

• Corporate Universities • Colleges and Universities

• Community Colleges • Online Higher Education

• Videoconferencing • Vestibule Training

• Computer-Based Systems• Video Media • E-Learning• Simulators


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Corporate Universities

• T&D delivery system provided under umbrella of organization

• Focus on creating organizational change

• Proactive and strategic

• Growth attributed to universities’ flexibility


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Colleges and Universities

• Primary delivery system for training professional, technical, and management employees

• Corporate training programs often partner with colleges and universities


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Community Colleges

• Publicly funded higher education establishments

• Deliver vocational training and associate degree programs

• Rapid technological changes and corporate restructuring have created new demand for community college resources


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Online Higher Education

• Educational opportunities including degree and training programs delivered either entirely or partially, via Internet

• Allows employees to attend class at lunchtime, during day or in the evening

• Reduces commute to school


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Types of Online Higher Education

• Hybrid programs - Permits students to take some classes online and some in traditional university setting

• Online synchronized study - Offers students choice of studying through online portal system; student is expected to appear for most classes on a real-time schedule

• Asynchronous learning - Students have series of assignments that need to be completed in certain time frame


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Vestibule System

• T&D delivery system that takes place away from production area on equipment that closely resembles equipment actually used on the job

• Removes employee from pressure of having to produce while learning

• Emphasis on learning skills required by job


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Video Media

• DVDs, videotapes, and film clips continues to be popular training delivery systems

• Especially appealing to small businesses


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E-Learning

• Delivery system for

online instruction

• Available anytime,

anywhere in the

world, and in

different languages


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Virtual Reality

• Unique extension of e-learning

• Permits trainees to view objects from a perspective otherwise impractical or impossible


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Simulators

Devices or programs that are located away from the job site and replicate actual job demands

Example: training of airline pilots in a simulator


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Management Development

• All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions

• Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment

• First-line supervisors, middle managers, and executives may all participate in management development programs


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Mentoring

• Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development

• Mentor may be located elsewhere in organization or in another firm

• Relationship may be formal or informal


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Mentoring for Women and Minorities

• Some believe that having a mentor is essential to make it to the top

• Mentors tend to seek out their mirror images

• Since women and minorities are not equally represented at firm’s top levels, they are often left without a mentor


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Coaching

• Often considered responsibility of immediate boss

• Provides assistance much as a mentor


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Reverse Mentoring

Process where the older employees learn from younger ones


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Orientation

• Initial T&D effort designed for employees

• Strives to inform them

about company, job,

and workgroup


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Purposes of Orientation

• Employment situation• Company policies and rules• Compensation and benefits

• Corporate culture• Team membership

• Employee development• Dealing with change

• Socialization


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Responsibility for and Scheduling of Orientation

• Often joint responsibility of training staff and line supervisor

• Peers often excellent information agents


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Trends & Innovations: Onboarding (Executive Orientation)

Help new executives quickly learn organization’s structure, culture, and politics so they can start making contributions to organization as soon as possible


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Special Training Areas

• Diversity - Develop sensitivity to create more harmonious working environment

• English as a Second Language - Help employees in way that validates them and optimizes personal relationships

• Ethics - Develop corporate culture that rewards ethical behavior

• Telecommuter - Permit manager and employee to define job responsibilities and set goals and expectations


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Special Training Areas (Cont.)

• Customer Service - Teaches employees skills needed to meet and exceed customer expectations

• Conflict Resolution - Communication skills needed to resolve gridlock

• Teamwork - How to work in groups

• Empowerment - How to make decisions and accept responsibility


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Special Training Areas (Cont.)

• Remedial - Basic literacy/mathematics skills

• Anger Management - Help participants take control of angry outbursts


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Implementing Human Resource Development Programs

• Often difficult

• Many managers are action oriented

• Feel they are too busy to engage in T&D efforts

• Qualified trainers must be available

• Requires high degree of creativity


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Metrics for Evaluating Training and Development

• Participants’ Opinions

• Extent of Learning

• Behavioral Change

• Accomplishment of T&D Objectives

• Benchmarking


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Participants’ Opinions

• Measure level of customer satisfaction

• Overall experience may bias some reports

• Good way to obtain feedback and to get it quickly and inexpensively


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Extent of Learning

• Determine what participants have learned

• Pre-test / post-test control group design

• Differences are attributed to training provided

• Problem: Controlling for variables other than training


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Behavioral Change

• Tests may accurately indicate what trainees learn, but may give little insight into whether participants will change their behavior

• Best demonstration of value: When learning translates into lasting behavioral change


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Accomplishment of T&D Objectives

• Has it achieved stated objectives and actually impacted performance

• Might establish a return on investment (ROI) metric


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Benchmarking

• Process of monitoring and measuring firm’s internal processes, such as operations, and then comparing data with information from companies that excel in those areas

• Focus on metrics such as: training costs, ratio of training staff to employees, and whether new or more traditional delivery systems are used


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International ISO 9000 Quality Assurance

Training Standards

• One International ISO 9000 quality assurance standard states: “Employees should receive the training and have the knowledge necessary to do their jobs.”

• To comply, companies must maintain written records of employee training to show that employees have been properly trained.


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Workforce Investment Act

• Replaces Job Training Partnership Act and consolidates more than 70 federal job-training programs

• Meet needs of business for skilled workers and satisfy training, education, and employment needs of individuals


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Organization Development (OD)

• Planned and systematic attempts to change the organization, typically to more behavioral environment

• Designed to develop more open, productive, and compatible workplace despite differences in personalities, culture, or technologies

• Applies to entire system, such as a company or plant


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OD Interventions

• Survey feedback

• Quality circles

• Team building

• Sensitivity training


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Survey Feedback

• Process of collecting data from organizational unit through use of questionnaires, interviews, and other objective data

• Can create working environments that lead to better working relationships, greater productivity, and increased profitability


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Survey Feedback Steps

• Members of organization involved in planning survey

• All members of organizational unit participate in survey

• OD consultant usually analyzes data and tabulates results

• Data feedback

• Feedback meetings


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Quality Circles

• Groups of employees who voluntarily meet regularly with supervisors to discuss problems

• Investigate causes

• Recommend solutions


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Team Building

• Conscious effort to develop effective workgroups

• Uses self-directed teams

• Small group of employees responsible for entire work process

• Members work together to improve their operation


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Sensitivity Training

• Participants learn about themselves and how others perceive them

• No agenda, leaders, authority, power positions

• People learn through dialogue

• Participants encouraged to learn about themselves and others in group

• Also called T-group training


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A Global Perspective: Learning to Deal

with Cultural Differences

• U.S. planner needs to realize that in Japan, “Yes” doesn’t necessarily mean “Yes.” It may mean “We will try,” or, “It’s highly improbable but not out of the question.”

• Cultural differences are ingrained into daily lives and affect values and beliefs and the way a person interacts with others.

• In national culture, main themes like that stay the same over centuries.

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Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall 7-1 Human Resource Management 11 th Edition Chapter 7 TRAINING AND DEVELOPMENT