T&D Session 1 Batch 2010-11 Send

8/8/2019 T&D Session 1 Batch 2010-11 Send

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Introduction

What is Training?

Training refers to a planned effort by a company tofacilitate employees learning of job-related

competencies

The goal of training is for employees to

master the knowledge, skill, and behaviors

emphasized in training programs, and

apply them to their day-to-day activities

Emergence of High leverage training


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Greater emphasis is being given to

Providing educational opportunities for employees

Ongoing process of performance improvement Demonstrating benefits of training

Learning as a life long event

Help attain strategic business objectives


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The Difference Between Training and

Development

Training towards

Competency

- Driven by the company- Focus on Competency

Development towards

Performance Excellence

- Driven by the Individual

-Focus on Capability

Not Yet

Competent

Competence

PerformanceExcellence


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Designing Effective Training

ConductingNeeds

Assessment

EnsuringEmployees

Readiness forTraining

Creating aLearning

Environment

EnsuringTransfer of

Training

Developing anEvaluation Plan

Select TrainingMethod

Monitor andEvaluate theProgram


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Assumptions of Training

Design Approaches

Employees must reach instructional or training goals

and objectives. Measurable learning objectives should be identified

before training.

Evaluation plays an important part in planning and

choosing a training method, monitoring the training

program, and suggesting changes to the training design

process.


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Forces influencing Training

Globalization

Need for Leadership

Value of Human Capital

Focus on Business Strategy Attracting and Retaining talent

Customer Service and Quality emphasis

Changing demographics & diversity of workforce

New technology

Economic changes


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Triggers of training

New technology

Mission, policy and action plans

Incentive for fast learners

Address from CEO

Felicitation of best employees

Career plan for new employees

Lateral recruitment instead of internal promotion


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Benefits of training

Increased productivity

Improves morale

Reduced supervision

Reduced accidents

Increased organisational stability


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Training Professionals

Designing learning, Improving humanperformance, Delivering training,

Measuring and evaluating, Facilitatingorganisational change, Managing learning

function, coaching, managingorganisational knowledge, career planning,talent management

Interpersonal Business ManagementPersonal

Learning strategistBusiness PartnerProject Manager

Professional specialist

Foundation

Focus

Successful execution Workplace learning& performance roles

Area of expertise

Support of technology

Competencies


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Role & Competencies of trainers

Roles Competencies

Analysis/Assessment Role Industry understanding; computer competence; data analysis

skill; research skill

Development Role Understanding of adult learning; skills in feedback; writing,

electronic systems, and preparing objectives

Strategic Role Career development theory; business understanding;

delegation skills; training and development theory; computer

competence

Instructor/Facilitator Role Adult learning principles; skills related to coaching, feedback,

electronic systems, and group processes

Administrator Role Computer competence; skills in selecting and identifying

facilities; cost-benefit analysis; project management; records

management


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Let us understand

Who provides training

Who is in charge of training

Plan to work in training

T&D Prof Shweta


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What is a Business

Strategy?

A plan that integrates the companys

goals, policies, and actions

The business strategy helps direct the

companys activities to reach specific

goals.


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Strategic Training and Development

process

Need for strategic training


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Strategy impacts training with a stronginfluence on determining:

The amount of training devoted to current or

future job skills.

The extent to which training is customized for the

particular needs of an employee or developedbased on the needs of a team, unit, or division.

Whether training is restricted to specific groups of

employees or open to all employees.


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Strategy impact on training

(continued)

Whether training is:

planned and systematically administered, or

provided only when problems occur, or

spontaneously as a reaction to what competitors aredoing

The importance placed on training compared to other

human resource management practices such as

selection and compensation.


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The Broadening of Trainings Role

Focus on Teaching kills andFocus on Teaching kills and

Kno ledgeKno ledge

Link Training to BusinessLink Training to Business

NeedsNeeds

Use Training to Create andUse Training to Create and

hare Kno ledgehare Kno ledge


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Traditional training vs emphasis on

learningTraditional training Strategic trainingLearning of specific skills Learning & knowledge sharing, Informal

learning

No information on how training contributes

to individual performance and businessgoals

Linkage to individual and business goals

Fails to improve workplace performance Focus on improving workplace

performance

Assumes business conditions are

predictable

Assumes business conditions are un

predictable therefore focus on need based

training

No competitive advantage Creates competitive advantage

Support of managers Support psychologically

Encourages employee collaboration and

knowledge sharing


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Session III


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Strategic training and development

process

Startegic

training and

developmentinitiatives

Training and

developmentactivities

Metrics that

show value oftrainingBusinessStrategy


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Strategic T&D Initiatives & Implications

Initiatives

Diversify

Expand

Accelerate

Implication

New technology, informal

learning, customised

learning solutions Train customers,

suppliers and employees,

offer more

Quickly identify needs,

reduce time, provide

training as need basis

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Initiatives

Improve customer service

Provide development

opportunities and

communicate toemployees

Capture and share

knowledge

Align T&D with business Ensure work environment

supports training

Implications

Product knowledge,develop skills

Provide opportunities,

ensure employees

understand, addressemployee needs

Store information,

knowledge sessions

Identify needed KSA

Remove constraints,

encourage team work

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Organization characteristics that

influence training

T&D Prof Shweta

Roles ofemployees and

managers

TheManagement

Support

Integration ofbusiness units

Globalpresence

BusinessConditions


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The Roles of Managers in Companies

That Use High-Performance Work

Practices

Managing Alignment

Clarify team goals and company goals.

Help employees manage their objectives. Scan organization environment for useful

information for the team.

Encouraging Continuous Learning

Help team identify training needs.

Help team become effective at on-the-jobtraining.

Create environment that encourages learning.


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The Roles and Duties of Managers in

Companies That Use High-Performance

Work Practices (contd) Coordinating Activities

Ensure that team is meeting internal and external customer

needs.

Ensure that team meets its quantity and quality objectives.

Help team resolve problems with other teams.

Ensure uniformity in interpretation of policies and procedures.

Facilitating Decision-Making Process

Facilitate team decision making. Help team use effective decision-making processes.


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The Roles and Duties of Managers in

Companies That Use High-Performance

Work Practices (contd)

Creating and Maintaining Trust

Ensure that each team member is responsible for his

or her work load and customers.

Treat all team members with respect.

Listen and respond honestly to team ideas.


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Other HRM Practices

The type of training and resources

devoted to training are influenced

by the strategy adopted for two HRM

practices:

Staffing

Human Resource Planning


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Staffing Strategy Influence on Training

Two aspects of a companys staffing strategy

influence training:

The criteria used to make promotion and assignment

decisions (assignment flow)

The places where the company prefers to obtain

human resources to fill open positions (supply flow)


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Implications of Business Strategy for

TrainingStrategy Emphasis How Achieved ey Issues raining Implications

Concentration Increase market share

Reduce operating

costs

Create market niche

Improve quality

Improve productivity

Customize products

Skill currency

Development of

existing work force

eam building

Cross-training

Specialized programs

Interpersonal skill training

On-the-job training

Internal Growth Market development

Product development

Innovation

Joint ventures

Add distribution

channels

Expand global

markets

Create new products

Joint ownership

Create new jobs

Create new tasks

Innovation

Support high-quality

product value

Cultural training

Conflict negotiation skills

Manager training in

feedback and

communication

echnical competence in

jobs


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Implications of Business Strategy forTraining (continued)

Strategy Emphasis How Achieved ey Issues raining Implications

External Growth

(Acquisition)

Horizontal integration

Vertical integration

Concentric

diversification

Acquire firms for new

market access

Acquire firms to supply

or buy products

Acquire any firm

Integration

Redundancy

Restructuring

Determining capabilities of

acquired employees

Integrating training

systems

eam building

Disinvestment Retrenchment

urnaround

Divestiture

Liquidation

Reduce costs

Reduce assets

Generate revenue

Redefine goals

Sell off all assets

Efficiency Motivation

Goal setting

Stress management

ime management

Leadership training

Outplacement assistanceJob-search skills training


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Models ofOrganizing the Training

Department

Faculty Model

Customer Model

Matrix Model

Corporate University

Model

Virtual Model


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The Faculty Model

afety

Trai i

uality

Trai i

Tech olo y

a do uter

y te

Leader hi

e elo e t

ale

Trai i

irector of Trai i

Training Specialty Areas


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The Customer Model

Information

Systems

Marketing Production

andOperations

Finance

Director of Training

Business Functions


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The Matrix Model

Sales

Training

Quality

Training

Technology

and

Computer

Systems

Safety

Training

Director of Training

Business Functions

Marketin

g

Production

and

Operations

Training

Specialty

Areas


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The Corporate University Model

Training

Advantages

Disseminationof

BestPractices

AlignTrainingwith

BusinessNeeds

IntegrateTraining

Initiatives

Effectively Utilize

New Training

Methodsand

Technology

Historical Training

Problems

ExcessCosts

PoorDelivery and

Focus

InconsistentUseof

CommonTraining

Practices

BestTraining

PracticesNot

Shared

TrainingNot

Integratedor

Coordinated

Leadership DevelopmentPrograms

New EmployeePrograms

Product

Development OperationsSalesand

Marketing

Human

Resources


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Business Embedded Training

Strategic Direction

Product Design

Structural Versatility Product Delivery

Accountability for result

T&D Prof Shweta


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Virtual Training Organizations

Virtual training organizations operate according

to three principles:

Employees (not the company) have primary

responsibility for learning The most effective learning takes place on the job, not

in the classroom

For training to translate into improved job

performance, the manager-employee relationship (notemployee-trainer relationship) is critical.

Documents

T&D Session 1 Batch 2010-11 Send