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Chapter 8
Training and Training and
Development
Copyright © 2016 Pearson Education, Inc. 8-1
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What is
Training and Development? (T&D)
�Training: Provides the knowledge and
skills needed for their present jobs.
�Designed to improve competencies and
organizational performanceorganizational performance
�Development: Goes beyond today’s job,
has longer-term focus
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Training & Development Elements
Short-term Long-term
Individual
Training Career
Development
8-3
Short-term Long-term
Organization
Organizational
Development
Organizational
Learning
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Training and Development (T&D) ProcessExternal Environment
Internal Environment
Determine Specific T&D
Needs
Establish Specific T&D
Objectives
8-4
Select T&D Method(s)
and Delivery System(s)
Implement T&D Programs
Evaluate T&D Programs
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Learning Organization as a
Strategic Mindset
�Recognizes the importance of continuous
performance-related T&D and takes appropriate
action; basic characteristics:
�Provides supportive learning environment
�Provides specific learning processes and practices�Provides specific learning processes and practices
�Leadership behavior in organization supports and
reinforces learning
� Learning programs aligned with strategic
corporate goals
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Determining Specific Training
and Development Needs
Systematic approach to addressing needs:
�Organizational needs analysis �Organizational needs analysis
�Task analysis
�Person analysis
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Establishing Specific Training and
Development Objectives
�Desired end results must be determined
�Clear and concise learning objectives
must be formulatedmust be formulated
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Training Objectives: Employment
Compliance (example)Training Area: Employment Compliance
Purpose To provide the supervisor with
1. Knowledge and value of consistent human resource practices
2. The intent of Equal Employment Opportunity Commission (EEOC) legal
requirements
3. The skills to apply them
Objectives To be able to
1. Cite the supervisory areas affected by employment laws on discrimination
2. Identify acceptable and unacceptable actions
3. State how to get help on EEOC matters
4. Describe why we have disciplinary action and grievance procedures
5. Describe our disciplinary action and grievance procedures, including who is
covered
__________________________________________________________________
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Training & Development Methods
�Classroom method
�E-learning
�Case study
�Behavior modeling
�Apprenticeship training
�Team training
�Training (business)
games �Behavior modeling
�Role playing
games
� In-basket training
�On-the-job training
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Classroom Method
�Continues to be effective for many types
of employee training
�Conveys great deal of information in a
relatively short time relatively short time
�Allows for real-time discussion
�Charisma or personality that the
instructor brings to class
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E-Learning
�Online instruction
�Takes advantage of technology for greater
flexibility of instruction
�Often most convenient delivery method for �Often most convenient delivery method for
adult learners
�Major advantage is cost
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Live Virtual Classroom
�Uses web-based platform to stream live,
instructor-led training to geographically
dispersed learners
�Training can be provided in blocks of time �Training can be provided in blocks of time
�Provides both cost savings and
convenience
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Case Study
�Trainees study the information provided in
the case
�Make decisions based on it (stresses
critical thinking)critical thinking)
�Often used with instructor who serves as
facilitator of group activity
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Behavior Modeling
�Trainees learn by copying or replicating behaviors of others
�May show how to handle various situations
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Behavior Modeling via Twittering
Twittering can be a way to augment
behavior modeling
�A person who excels at a task sends out
frequent updates about what he or she is
doing
�Select exemplary performers to post
regularly, and pick those who should
follow their posts
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Role-Playing
�Participants respond to specific problems they encounter in jobs by acting out real-world situations
�Used to teach skills such as:�Interviewing�Interviewing
�Grievance handling
�Performance appraisal reviews
�Conference leadership
�Team problem solving
�Communication
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Training Games
�Aids in group dynamic process
�Encourages learner involvement and
stimulates interest
�Learner retains 75% of the knowledge
they acquire when playing games
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Business Games
�Permit participants to assume roles such
as president, controller, or marketing vice
president of two or more similar
hypothetical organizations hypothetical organizations
�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 a number of typical:
�Business papers or e-mail messages e-mail messages
�Memoranda
�Reports
�Telephone messages
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On-the-Job Training (OJT)
�Employee learns job tasks by actually
performing them
�Most commonly used T&D method
�What has been learned can be
immediately related to the actual task
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Apprenticeship Training
�Classroom instruction with on-the-job
training
�Traditionally used in skilled trade jobs
�Apprentice earns less than master
craftsperson instructor
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Team Training
�Focuses on imparting knowledge and
skills to individuals who are expected to
work collectively toward meeting a
common objectivecommon objective
�Two types:
�Team coordination training
�Cross-training
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Delivery Systems for
Training & Development
�Corporate universities
�Colleges and universities
�Community colleges
�Online higher education �Online higher education
�Vestibule system
�Video media
�Simulators
�Social networking
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Corporate Universities
�Delivery system provided by corporate umbrella organization
�Focused on creating organizational changechange
�Proactive and strategic, rather than reactive and tactical
�Recent years have seen decline of corporate universities
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Colleges and Universities
�Primary method for training professional, technical, and management employees
�Corporate training programs often partner with colleges and universities partner with colleges and universities
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Community Colleges
�Publicly funded higher education
�Deliver vocational training and associate
degree programs
�Rapid technological changes and �Rapid technological changes and
corporate restructuring have created new
demand
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Online Higher Education
�Educational opportunities include degree
and training programs
�Delivered either entirely or partially via
Internet Internet
�Allows employees to attend class at
lunchtime, during day or in evening
�Reduces or eliminates commute to
school
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Types of Online Higher Education
�Hybrid programs
�Online synchronized study
�Asynchronous learning
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Vestibule System
�Occurs away from production area
�Uses equipment that closely resembles
equipment actually used on the job
�Removes employee from pressure to �Removes employee from pressure to
produce while learning
�Emphasis on learning skills required for
job
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Simulators
�Devices or programs that are located
away from the job site
�Replicate actual job demands
�Example: Flight simulators used to train
pilots
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Informal Training through
Social Networking
�Today’s employees interact, learn, and
work in much different ways and styles
�Often takes place outside the corporate
training departmentstraining departments
�Constructivism: Teacher guides the
learner toward multiple learning sources,
rather than acting as the sole source of
knowledge
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Barriers in Implementing Human
Resource Development Programs
�Many managers are action-oriented and
feel they are too busy to engage in T&D
efforts
�Employee resistance to change�Employee resistance to change
�Qualified trainers must be available
�T&D may require a high degree of
creativity on part of HR management
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Metrics for Evaluating
Training and Development
�Reactions
�Learning
�Behavior
�Organizational results
�Benchmarking
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Reactions
�Measure level of trainee satisfaction
�Non-learning experience could bias some
reports
�Good way to quickly and inexpensively �Good way to quickly and inexpensively
obtain feedback
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Learning
�Determine what participants have
learned
�Pre-test/post-test control group design
�Differences are attributed to training �Differences are attributed to training
provided
�Issue: Controlling external variables
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Behavior
Testing gives little insight into whether
participants will change their behavior
�Better demonstration of value is when
learning translates into lasting behavioral learning translates into lasting behavioral
change
�Transfer of training:
�Generalization
�Maintenance
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Organizational Results
�Asks whether training programs have
actually impacted company performance
�Example: Comparing accident rates �Example: Comparing accident rates
before and after training provides a
useful metric of success
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Return-on-Investment
from Training
Example of organizational results training
metric
�Highest level of determining training
effectiveness is return-on-investment effectiveness is return-on-investment
(ROI) from training
�CEOs want to see value in terms that they
can appreciate, such as business impact,
business alignment and return-on-
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Benchmarking
Example of organizational results training metric
�Process of monitoring and measuring firm’s internal processes, such as operations, and then comparing data with 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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ISO 9001
Quality Assurance Training Standards
Example of organizational results training metric
�One ISO 9001 quality assurance standard
states:
“Employees should receive the training and “Employees should receive the training and
have the knowledge necessary to do their
jobs.”
�Must maintain written records of employee
training to show that employees have been
properly trained
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Factors Influencing T&D
�Top management support
�Shortage of skilled workers
�Technological advances
�Global complexity
�Learning styles
�Other human resource functions
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Top Management Support
�Training & Development program will not
succeed without it
�Training professionals are having to
accomplish more with less resources
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Shortage of Skilled Workers
�Major shortages of future skilled workers
�Employers are begging for skilled workers
�Training needs are changing
�Executives are increasingly demanding
additional skills
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Technological Advances
�Change is occurring at increasing speed
�Knowledge doubling every year
�No factor has influenced T&D more than
technologytechnology
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How Learning Styles
Affect Training Methods
�Need to use a wide range of training methods
�Adults retain:
20% of what they read and hear
40% of what they see
50% of what they say
60% of what they do
90% of what they see, hear, say, and do
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Typical HR Training Initiatives
�Orientation (Onboarding)
�Ethics
�Compliance (e.g., Equal Employment �Compliance (e.g., Equal Employment
Opportunity)
�Diversity
�Safety & Health
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Topics of
New Employee Orientation
�Employment situation
�Company policies and rules
�Compensation and benefits
�Corporate culture
�Team membership
�Employee development
�Socialization8-47Copyright © 2016 Pearson Education, Inc.
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Career Path
�Flexible line of career movement along
which person will travel during
work life
�Various types of career paths, some �Various types of career paths, some
traditional and others developed as the
employment relationship has changed
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Some Types of Career Paths
�Traditional career path
�Network career path
�Lateral job path
Dual career track�Dual career track
�Adding value to your career
�Demotion
�Free agents
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Traditional Career Path
�Employee progresses vertically in
organization from one specific job to the
next
�Not a typical career path option today�Not a typical career path option today
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Network Career Path
�Both vertical job sequence and horizontal
opportunities
�Experience interchangeable at certain
levelslevels
�Broad experience at one level needed
before promotion to next level
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Lateral Job Path
�Involves lateral job moves within company
�Employee becomes revitalized and finds new
challenges
�No pay or promotion involved�No pay or promotion involved
�Offers opportunities to develop new skills
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“Adding Value” to Retain
Present Job
�Employees must view themselves as
independent contractors who must
constantly improve their skills to add value
to organizationto organization
�Employees need to develop own plan and
“toolbox” of personal skills
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Dual Career Tracks
�Technical specialists contribute
expertise without having to become
managers
�Often established to encourage and �Often established to encourage and
motivate professionals
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Demotion
�Available option today, due to limited
promotional opportunities and fast
pace of technological change
�Senior employee can escape
unwanted stress without being a
failure
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Free Agents
Take charge of all or part of career by
being own boss or working for others in
ways that fit particular needs or wants
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What is Career Planning?
�Ongoing process whereby an individual:
�Sets career goals
�Identifies means to achieve them
�Does not necessarily entail promotions�Does not necessarily entail promotions
�Flexible process with multiple
contingencies for life’s work
�Should evaluate abilities and interests
�Self-assessment and formal methods
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Career Planning:
Self-Assessment
�Process for learning about oneself
�Can help avoid mistakes
�Continuous process, not singular �Continuous process, not singular
event
�Individual responsibility
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Strength/Weakness Balance Sheet
�Self-evaluation process developed by
Benjamin Franklin
�Individual lists their perceived strengths
and weaknesses and weaknesses
�Perception of weakness often becomes a self-
fulfilling prophecy
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Strength/Weakness Balance Sheet (Cont.)
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Likes and Dislikes Survey
�Assists individuals in recognizing
restrictions they place on themselves
�Identifies desirable and undesirable job
qualitiesqualities
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Likes and Dislikes Survey (Cont.)
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Formal Assessment
�Formal assessment: External approach
to facilitate self-evaluation
�Perhaps best-known example is the
Myers-Briggs Type Indicator. This Myers-Briggs Type Indicator. This
assessment tool asks dozens of questions
that elicit an individual’s preferences for
how they would behave in different
situations
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Myers-Briggs Type Inventory
Describes four preferences for how a person
would behave in different situations:
�Energy
�Information-gathering�Information-gathering
�Decision making
�Lifestyle
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Career Development
�Formal approach used by organization to
ensure people with proper qualifications
and experiences available when needed
�Career planning rests with the employee. �Career planning rests with the employee.
Career development must closely parallel
individual career planning if a firm is to
retain its best and brightest workers
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Objectives of
Career Development
�Satisfaction of employees’ specific
development needs
�Improvement of performance
�Increased employee loyalty, motivation,
and retention
�Method of determining training and
development needs
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Objectives of
Career Development (Cont.)
�Effective development of available talent
�Self-appraisal opportunities for employees
considering new or nontraditional career
paths paths
�Development of career paths that cut
across divisions and geographic locations
�Demonstration of tangible commitment to
developing diverse work environment
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Career Development Methods
�Manager/employee self-service
�Discussion with knowledgeable individuals
�Company material
Performance appraisal system�Performance appraisal system
�Workshops
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Management Development
�Upgrading skills and knowledge needed in current and future managerial positions
�Managers keep up with latest developments in their fields while developments in their fields while managing ever-changing workforce in dynamic environment
�First-line supervisors, middle managers, and executives may all participate
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Mentoring
�Approach to advising, coaching, and nurturing
�Creating practical relationship to enhance:
�Individual career
�Personal and professional growth and development
�Mentor can be located anywhere
�Relationship can be formal or informal
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Coaching
�Often considered responsibility of
immediate boss or supervisor
�Coach provides assistance much like a
mentor wouldmentor would
�Customized employee development
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Reverse Mentoring
�Process through which older employees
learn from younger employees
�Existence of these two diverse groups
has led to reverse mentoringhas led to reverse mentoring
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Organization Development Methods
� Survey feedback
� Quality circles
� Team building
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Survey Feedback Steps
�Members of organization involved in
planning survey
�All members of organizational unit
participate in surveyparticipate 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�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 �Small group of employees responsible
for entire work process
�Members work together to improve their
operation
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Training in the Global Context
�Training approaches differ around the world
�Apprenticeship model is more prevalent in Europe, especially Germany, than in the Europe, especially Germany, than in the United States
�Language and cultural differences play an important role (e.g., literal translations not always evident in two different languages)
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