chapter 7 training and development

1

CHAPTER 7

Training and Development

2

Training (Stephanie, 2005)

A learning process that involves the acquisition of skills, concepts, rules, or attitudes to enhance employee performance.

3

Training and Development Training

Effort initiated by an organization to foster learning among its members.

Tends to be narrowly focused and oriented toward short-term performance concerns.

Development Effort that is oriented more toward

broadening an individual’s skills for the future responsibilities.

Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

4

Training and Development

Training aims to improve employees’ current work skills and behavior,

whereas development aims to increase abilities in relation to some future position or job.

International Human Resource Management, 4th Editionby Peter J. Dowling and Denice E. Welch

5

Definitions of training and development

Remedial skills training Developmental training Orientation training ‘firm specific’ ‘transferable’

6

Training and Development and Other HRM Functions

Training may permit hiring less-qualified Training may permit hiring less-qualified applicantsapplicants

Training may permit hiring less-qualified Training may permit hiring less-qualified applicantsapplicants SelectionSelectionSelectionSelection Effective selection may reduce training Effective selection may reduce training

needsneeds

Effective selection may reduce training Effective selection may reduce training needsneeds

Training aids in the achievement of Training aids in the achievement of performanceperformance

Training aids in the achievement of Training aids in the achievement of performanceperformance

Performance Performance AppraisalAppraisal

Performance Performance AppraisalAppraisal

A basis for assessing training needs and A basis for assessing training needs and resultsresults

A basis for assessing training needs and A basis for assessing training needs and resultsresults

Training and development may lead to higher Training and development may lead to higher paypay

Training and development may lead to higher Training and development may lead to higher paypay

Compensation Compensation ManagementManagement

Compensation Compensation ManagementManagement

A basis for determining employee’s rate A basis for determining employee’s rate of payof pay

A basis for determining employee’s rate A basis for determining employee’s rate of payof pay

Availability of training can aid in recruitmentAvailability of training can aid in recruitmentAvailability of training can aid in recruitmentAvailability of training can aid in recruitment RecruitmentRecruitmentRecruitmentRecruitment Provide an additional source of traineesProvide an additional source of traineesProvide an additional source of traineesProvide an additional source of trainees

Training may include a role for the unionTraining may include a role for the unionTraining may include a role for the unionTraining may include a role for the union Labor RelationsLabor RelationsLabor RelationsLabor Relations Union cooperation can facilitate training Union cooperation can facilitate training effortsefforts

Union cooperation can facilitate training Union cooperation can facilitate training effortsefforts

7

Why is training and development becoming an

increasingly important issue?

Increasing importance of product and service quality (Collin, 2001 and Mabey & Salaman, 1995)

Flexibility (Crofts, 1995 & Hyman, 1996) New technology (Hyman, 1996) Downsizing and delayering in lean

organisations (Hyman, 1996) Employee commitment (Hyman, 1996 &

Holden, 2001) Skills and labour shortages

8

Training Dollars Spent On…

Source: Tammy Galvin, “The People,” Training 38, no. 10 (October 2001): 58–64.

9

PERFORMANCE CONSULTING

Human Resource Management 11eRobert L. Mathis AND John H. Jackson

10

Considerations in the design of training

programmes

Major Stages involved in a training programme (Casico, 1998)

Determining training needs Organisational analysis Demographic analysis Task/knowledge, skills and

attitudes(KSA) analysis Person analysis

11

Systematic Training Process


12

Implementing training On or off the job? Active versus passive learning The sequencing of learning Individual differences Group versus individually-based training

initiatives Transfer to the job situation Evaluating the effectiveness of the training

process

13

Training Methods for Nonmanagerial Employees

On-the-Job Training (OJT) Apprenticeship Training Cooperative Training, Internships, and

Governmental Training Classroom Instruction Programmed Instruction Audiovisual Methods Computer-based Training and E-Learning Simulation


14


(cont’d) On-the-job training (OJT)

Method by which employees are given hands-on experience with instructions from their supervisor or other trainer.

Apprenticeship training System of training in which a worker entering

the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work.


15


(cont’d) Cooperative Training

Training program that combines practical on-the-job experience with formal educational classes.

Internship Programs Programs jointly sponsored by colleges,

universities, and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work organizations.


16


(cont’d)

Vestibule Training A special type of classroom facility is

used to give instruction in the operation of equipment like that found in operating departments

The emphasis is on instruction rather than production.


17


(cont’d)

Computer-assisted Instruction (CAI) A system that delivers instructional materials

directly through a computer terminal in an interactive format.

Computer-managed Instruction (CMI) A system normally employed in

conjunction with CAI that uses a computer to generate and score tests and to determine the level of training proficiency.

18

Training Methods for Management Development

On-the-Job Experiences Seminars and Conferences Case Studies Management Games Role Playing Behavior Modeling


19

On-the-Job Experiences Coaching Understudy Assignment Job Rotation Lateral Transfer Special Projects Action Learning Staff Meetings Planned Career Progressions


20

Case StudiesThe use of case studies is most appropriate when:

Analytic, problem-solving, and critical thinking skills are most important.

The KSAs are complex and participants need time to master them.

Active participation is desired. The process of learning (questioning, interpreting, and

so on) is as important as the content. Team problem solving and interaction are possible.

21

Role Playing Successful role play requires that instructors:

Ensure that group members are comfortable with each other.

Select and prepare the role players by introducing a specific situation.

To help participants prepare, ask them to describe potential characters.

Realize that volunteers make better role players.


22

Behavior Modeling Behavior Modeling

An approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback.

Involves four basic components: Learning points Model Practice and role play Feedback and reinforcement


23

Some Typical Costs and Benefits of Training


24

Different levels of training activity in different

countries

Internal factors Poorly educated and mistrustful

senior managers Short-term corporate objectives Relative weakness of the personnel

function

25


countries

External factors: systems of national Vocational Education and Training (Germany, Singapore..)

1. VET initiatives in UK in the 1990s Modern apprenticeships Investors in people(IiP)

26


countries

External factors: systems of national vocational education and training

2. Schemes introduced by the New Labour government Learning And Skills Council University For Industry (Now Renamed UfI) The New Deal Union ‘Learning Representatives’

27

International training and development


28

Expatriate Career Decision Points


chapter 7 training and development

Business