Taining and Develop Em En the Work Force

8/4/2019 Taining and Develop Em En the Work Force

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Training andDeveloping the WorkForce


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Training

The process of providing

employees with specific skills orhelping them correct deficiencies

in their performance.


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Development

An effort to provide employees

with the abilities the

organization will need in the

future.


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Training versus

Development

FocusScope

Time Frame

Goal

Training Development

Current jobIndividual employees

Immediate

Fix current skill deficit

Current and future jobsWork group/organization

Long term

Prepare for future work

demands


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Challenges in Training

Is training the solution to the problem?

Are the goals of training clear andrealistic?

Is training a good investment?

Will the training work?


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The Training Process

Needs Assessment PhaseOrganization NeedsTask Needs

Person Needs

Development and Conduct

of TrainingLocation

PresentationType

Evaluation


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Guidelines for Using On-the-Job Training

Managers Should Select OJT When: Participatory learning is essential.

One-on-one training is necessary. Five or fewer employees need training. Taking employees out of the work environment for training is not

cost-effective. Classroom instruction is not appropriate. Equipment and safety restrictions make other training methods

ineffective. Frequent changes in standard operation procedures allow

minimal time for retraining. Work in progress cannot be interrupted. The task for which the training is designed is infrequently

performed. Immediate changes are necessary to meet new safety

requirements.


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Guidelines for Using On-the-Job Training (cont.)

Managers Should Select OJT When: A defined proficiency level or an individual performance

test is required for certification or qualification.

What OJT Should Cover: Large or secured equipment.

Delicate or calibrated instruments.

Tools and equipment components of a complex

system. Delicate or dangerous procedures.

Classified information retained in a secured area.


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Sources of CustomerDissatisfaction with IBM

Telephone Service

Calls NotReturned24.1%

Getting toKnowledgeablePerson orBackup44%

Voice Systemsand MessageExpectations18.1%

OperatorAssistance6.7%

ExcessiveRings 4.3%

TelephoneTag2.4%


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IBM Senior Vice PresidentsMemo to All Managers

INTEROFFICE MEMO

Overall, the rating of our telephone

service by customers and internal

users is poor. Together, we are

going to fix this problem, and fix

it fast.


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Career Development

An ongoing and formalized

effort that focuses ondeveloping enriched and more

capable workers.


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Career Development System: LinkingOrganizational Needs with Individual

Career Needs

What are the organizations

major strategic issues over

the next two to three years? What are the most critical

needs and challenges thatthe organization will face

over the next 2 - 3 years? What critical skills, know-

ledge, and experience

will be needed to meet

these challenges? What staffing levels will

be required? Does the organization have

the strength necessary to

meet the critical challenges?

Organizational Needs

How do I find career

opportunities within the

organization that: Use my strengths

Address mydevelopmental needs

Provide challenges Match my interests Match my values Match my personal style

Individual Career Needs

Are employees developing

themselves in a way that

links personal effective-

ness and satisfaction

with the achievement of

the organizationsstrategic objectives?

Issue:


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The Career Development

Process

Assessment

Phase

Direction

Phase

DevelopmentPhase


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The Assessment Phase ofCareer Development

Self-Assessmentx Self-assessment is increasingly important for companies that want

to empower their employees to take control of their careers

x Whether done through workbooks or workshops, self-assessmentusually involves doing skills assessment exercises, completing aninterests inventory, and clarifying values.

Organizational Assessmentx Some of the tools traditionally used by organizations in selection

are also valuable for career development. Among these are: Assessment centers

Psychological testing

Performance appraisal

Promotability forecasts

Succession planning


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Common Assessment

ToolsSelf-Assessment Organizational Assessment

Career workbooks

Career-planning workshops

Assessment centers

Psychological testing

Performance appraisal

Promotability forecasts

Succession planning


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Sample Skills AssessmentExerciseUse the scales below to rate yourself on each of the following skills.

Rate each skill area both for your level of proficiency and for yourpreference.

Proficiency: 1Stilllearning

2OK

competent

3Proficient

Preference: 1Dont like touse thisskill

2OK

Dont particularlylike or dislike

3Really

enjoy usingthis skill

Skill Area Proficiency x Preference = Score1. Problem solving _______ _______ _______ 2. Team presentation _______ _______ _______

3. Leadership _______ _______ _______ 4. Inventory _______ _______ _______ 5. Negotiation _______ _______ _______ 6. Conflict management _______ _______ _______ 7. Scheduling _______ _______ _______ 8. Delegation _______ _______ _______ 9. Participative management_______ _______ _______ 10. Feedback _______ _______ _______

11. Planning _______ _______ _______ 12. Computer _______ _______ _______


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The Direction Phase ofCareer Development

Individual Career Counselingx This refers to one-on-one sessions with the goal of

helping employees examine their career aspirations.

Information Servicesx Information services provide career development

information to employees. Job-posting systems

Skills inventories

Career paths

Career resource center


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Career Path

A chart showing the possible

directions and career

opportunities available in an

organization; it presents the

steps in a possible career and aplausible timetable for

accomplishing them.


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Alternative Career Paths for a

Hotel Employee

Bus-

person

Waiter/

Waitress

Pantry

Worker

Pastry

Cook

Sauce

Cook

Short-

OrderCook

Sous-

Chef

Host/

HostessStore-

room

Clerk

Assistant

Steward

Liquor

Store-

room

Steward

Beverage

Manager

Asst.

Banquet

Manager

Banquet

Manager


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The Development Phase ofCareer Development

Mentoringx Mentoring relationships generally involve advising, role modeling,

sharing contacts, and giving general support.

Coachingx Employee coaching consists of ongoing, sometimes spontaneous,

meetings between manages and their employees to discuss theemployees career goals and development.

Job Rotation

x Job rotation involves assigning employees to various jobs so thatthey acquire a wider base of skills.

Tuition Assistance Programsx Organizations offer tuition assistance programs to support their

employees education and development.


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Advancement

Suggestions Remember that performance in yourfunction is important, but interpersonalperformance is critical

Set the right values and priorities.

Provide solutions, not problems.

Be a team player.

Be customer oriented.

Act as if what youre doing makes adifference.

Documents

Taining and Develop Em En the Work Force