L Issues in Devl

8/3/2019 L Issues in Devl

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Issues in TrainingIssues in Training & Employee& Employee

DevelopmentDevelopment


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Trainers are often forced to deal with aTrainers are often forced to deal with a

wide variety of important issues that fallwide variety of important issues that fall

outside the traditional discussion of theoutside the traditional discussion of the

components of instructional systemcomponents of instructional system

design.design.


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Training Issues Resulting from theTraining Issues Resulting from the

External Environment:External Environment:

Training Issues Resulting from theTraining Issues Resulting from the

External Environment:External Environment:

Training Issues Resulting fromTraining Issues Resulting from

External EnvironmentExternal Environment Legal Issues

Cross-Cultural Preparation

Managing Workforce Diversity


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Training Situations That May Result inTraining Situations That May Result in

Legal ActionLegal Action

Training Situations That May Result inTraining Situations That May Result in

Legal ActionLegal Action

Failing to provide required training

Incurring employee injury during a trainingactivity

Incurring injuries to employees or othersoutside the training session

Not accommodating trainees with disabilities

Reproducing and using copyrighted materialin training classes without permission

Excluding women, minorities, and olderpeople from training programs


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CrossCross--Cultural PreparationCultural Preparation

CrossCross--Cultural PreparationCultural Preparation

Involves educating employees and their

families who are to be sent to a foreign

country (i.e., expatriates)

To successfully conduct business in the

global market place, employees must

understand the business practices and thecultural norms of different countries


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Factors Contributing to SuccessfulFactors Contributing to Successful

Overseas AssignmentsOverseas Assignments

Factors Contributing to SuccessfulFactors Contributing to Successful

Overseas AssignmentsOverseas Assignments

Expatriates need to be competent in their area of expertise

able to communicate verbally and nonverbally in the

host country flexible, tolerant of ambiguity, and sensitive to cultural

differences

motivated to succeed, able to enjoy the challenge ofworking in other countries, and willing to learn about

the host countrys culture, language, and customs supported by their families


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HofstedesHofstedes Cultural DimensionsCultural DimensionsHofstedesHofstedes Cultural DimensionsCultural Dimensions

Power Distance

Uncertainty Avoidance

Individualism Collectivism

Masculinity Femininity

Long-term Short-term

Time Orientation


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Implications of Cultural Dimensions forImplications of Cultural Dimensions for

Training DesignTraining Design

Implications of Cultural Dimensions forImplications of Cultural Dimensions for

Training DesignTraining Design


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Managing Work Force DiversityManaging Work Force DiversityManaging Work Force DiversityManaging Work Force Diversity

Managing diversityManaging diversityinvolves creating an

environment that allows all employees to

contribute to organizational goals and

experience personal growth.

Requires firm to develop employees so

that they are comfortable working with

others from a wide variety of ethnic, racial,and religious backgrounds.


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Goals of Diversity TrainingGoals of Diversity TrainingGoals of Diversity TrainingGoals of Diversity Training

To eliminate values, stereotypes, andmanagerial practices that inhibitemployees personal development

To allow employees to contribute toorganizational goals regardless of their

race, age, physical condition, sexualorientation, gender, family status, religiousorientation, or cultural background


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Managing Diversity throughManaging Diversity throughDiversity Training ProgramsDiversity Training ProgramsManaging Diversity throughManaging Diversity throughDiversity Training ProgramsDiversity Training Programs

To successfully manage a diverse work force,

companies need to ensure that:

employees understand how their values and

stereotypes influence their behavior toward others ofdifferent gender, ethnic, racial, or religious

backgrounds

employees gain an appreciation of cultural differences

among themselves behaviors that isolate or intimidate minority group

members improve


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Diversity Training ProgramsDiversity Training ProgramsDiversity Training ProgramsDiversity Training Programs

Attitude Awareness and Change ProgramsAttitude Awareness and Change Programs

Focus on increasing employees awareness of

differences in cultural and ethnic backgrounds,

physical characteristics, and personal characteristicsthat influence behavior toward others

The assumption is that by increasing their awareness

of stereotypes and beliefs, employees will be able to

avoid negative stereotypes


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Diversity Training ProgramsDiversity Training Programs ((ContdContd))Diversity Training ProgramsDiversity Training Programs ((ContdContd))

BehaviorBehavior--Based ProgramsBased Programs

focus on changing the organizational policies and

individual behaviors that inhibit employees personal

growth and productivity one approach is to identify incidents that discourage

employees from working up to their potential

another approach is to teach managers and

employees basic rules of behavior in the workplace cultural immersioncultural immersion is also used


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Training Issues Related to InternalTraining Issues Related to Internal

Needs of the CompanyNeeds of the Company

Training Issues Related to InternalTraining Issues Related to Internal

Needs of the CompanyNeeds of the Company

The companys internal environment

results in pressures which influence

training practices:

the need to train managerial talent

training and development opportunities for all

employees (regardless of their personal

characteristics) use of the companys compensation system to

motivate employees to learn


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Training Issues Related to Internal Needs of theTraining Issues Related to Internal Needs of theCompanyCompany

Training Issues Related to Internal Needs of theTraining Issues Related to Internal Needs of theCompanyCompany

Basic Skills Training Melting the Glass

Ceiling

Joint Union-

Management

Programs

Succession Planning

Developing Managers

with Dysfunctional

BehaviorsTraining and Pay

Systems


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The Succession Planning ProcessThe Succession Planning ProcessThe Succession Planning ProcessThe Succession Planning Process

Identify what positions are included in the plan

Identify the employees who are included in theplan

Develop standards to evaluate positionsDetermine how employee potential will bemeasured

Develop the succession planning review

Link the succession planning system to otherhuman resource systems

Determine what feedback is provided toemployees


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Developing Managers withDeveloping Managers with

Dysfunctional BehaviorsDysfunctional Behaviors

Developing Managers withDeveloping Managers with

Dysfunctional BehaviorsDysfunctional Behaviors

Managerial behaviors which cause an otherwisecompetent manager to be a toxic or ineffectivemanager:

insensitivity to others inability to be a team player

arrogance

poor conflict-management skills

inability to meet business objectives inability to change or adapt during a transition

Specifically designed programs - IndividualCoaching for Effectiveness (ICE) program


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Training and Pay SystemsTraining and Pay SystemsTraining and Pay SystemsTraining and Pay Systems

Training is increasingly linked to

employees compensation

skill-based pay systems knowledge-based pay systems

Employees pay is based primarily on the

knowledge and skills they possess rather

than the knowledge or skills necessary to

perform the current job

Documents

L Issues in Devl