employee training session 1
TRANSCRIPT
Welcome to the Winters 2011 Welcome to the Winters 2011 Class ofClass of
Employee Training and DevelopmentEmployee Training and Development
Saturday January 15,2011.Saturday January 15,2011.
Reference Book by Raymond A Noe Reference Book by Raymond A Noe
Third EditionThird Edition
IntroductionIntroduction
TARIQ SAEEDTARIQ SAEED
Ex – Head of Human Resources (13 Years)Ex – Head of Human Resources (13 Years)
Johnson & Johnson Pakistan Johnson & Johnson Pakistan
16yrs + in HR & another 24+ in ops / admin16yrs + in HR & another 24+ in ops / admin
Sports, Sp CricketSports, Sp Cricket
Associations -HR Forums , TRG , EFP etcAssociations -HR Forums , TRG , EFP etc
International affairs, geo politics/ strategyInternational affairs, geo politics/ strategy
Watching TV , News / updates + Music Watching TV , News / updates + Music
Class Participants IntroductionClass Participants Introduction
Class Participants IntroductionClass Participants Introduction
FIVE POINTS :FIVE POINTS :
Name in fullName in full
Highest Qualification Held / Area of Highest Qualification Held / Area of ExpertiseExpertise
Name of Organization working withName of Organization working with
Position in the Organization / no of yearsPosition in the Organization / no of years
Any unique specialty / identical interest Any unique specialty / identical interest
Introduction to Employee Introduction to Employee Training and DevelopmentTraining and Development
Chapter oneChapter one
Reference Book by Raymond A Noe Reference Book by Raymond A Noe
Third EditionThird Edition
Introduction Introduction (1 of 3)(1 of 3)
Training can contribute to the Training can contribute to the competitivenesscompetitiveness of successful companies. of successful companies.We can illustrate this established fact by We can illustrate this established fact by giving examples of many companies. giving examples of many companies. Some of them are : Boston Pizza Some of them are : Boston Pizza International, Bowater’s Coated and International, Bowater’s Coated and Specialty Paper Division, Ameri- credit, and Specialty Paper Division, Ameri- credit, and Home Depot . ( Mentioned in our Book ) Home Depot . ( Mentioned in our Book )
Competitiveness – Competitiveness – refers to a refers to a company’s ability to maintain and gain company’s ability to maintain and gain market share in an industrymarket share in an industry
Introduction Introduction (2 of 3)(2 of 3)
Although they are in different types of Although they are in different types of businesses, they each have businesses, they each have training practicestraining practices that have helped them gain a that have helped them gain a competitive competitive advantage advantage in their marketsin their markets
Issues affecting companies and influencing Issues affecting companies and influencing training practices are:training practices are:–customer servicecustomer service–employee retention and growthemployee retention and growth–doing more with lessdoing more with less–quality and productivityquality and productivity
Introduction Introduction (3 of 3)(3 of 3)
The The training practicestraining practices have helped these have helped these companies tocompanies to::– grow the business, andgrow the business, and– improve customer service, byimprove customer service, by– providing employees with the knowledge and providing employees with the knowledge and
skills they need to be successfulskills they need to be successful
Human Resource ManagementHuman Resource Management
Refers to the policies, practices, and Refers to the policies, practices, and systems that influence employees’:systems that influence employees’:– behaviorbehavior– attitudesattitudes– performanceperformance
HRM practices play a key role in HRM practices play a key role in attractingattracting, , motivatingmotivating, , rewardingrewarding, and , and retainingretaining employeesemployees
What is training?What is training?
TrainingTraining refers to a planned effort by a refers to a planned effort by a company to facilitate employees’ learning company to facilitate employees’ learning of job-related competencies ( KSAO’s) of job-related competencies ( KSAO’s) critical for successful job performance.critical for successful job performance.
The goal of training is for employees toThe goal of training is for employees to–master the knowledge, skill, and behaviors master the knowledge, skill, and behaviors
emphasized in training programs, andemphasized in training programs, and–apply them to their day-to-day activitiesapply them to their day-to-day activities
A Recent Finding -! Training is a tool to A Recent Finding -! Training is a tool to gain Competitive Advantagegain Competitive Advantage
TrainingTraining involves more than just basic involves more than just basic skills developmentskills development
It’s a way to create intellectual capital:It’s a way to create intellectual capital:
1.1.Basic skills(need to perform one’s job.Basic skills(need to perform one’s job.
2.2.Advanced skills( eg use of technology and Advanced skills( eg use of technology and knowledge , understanding of customer or knowledge , understanding of customer or manufacturing system )manufacturing system )
The best use of both these skills is the The best use of both these skills is the Competitive AdvantageCompetitive Advantage
High-Leverage TrainingHigh-Leverage Training
Linked to strategic goals and objectivesLinked to strategic goals and objectives
Uses an instructional design process to Uses an instructional design process to ensure that training is effectiveensure that training is effective
Compares or benchmarks the company’s Compares or benchmarks the company’s training programs against training training programs against training programs in other companiesprograms in other companies
Creates working conditions that encourage Creates working conditions that encourage continuous learningcontinuous learning
Continuous Learning Continuous Learning (1 of 2)(1 of 2)
Continuous Learning – Continuous Learning – requires requires employees to understand the entire work employees to understand the entire work system including the relationships among:system including the relationships among:– their jobstheir jobs– their work unitstheir work units– the entire companythe entire company
Continuous Learning Continuous Learning (2 of 2)(2 of 2)
EmployeesEmployees are expected to: are expected to:– acquire new skills and knowledgeacquire new skills and knowledge– apply them on the jobapply them on the job– share this information with other employeesshare this information with other employees
ManagersManagers take an active role: take an active role:– in identifying training needsin identifying training needs– helping to ensure that employees use training helping to ensure that employees use training
in their workin their work
Training and PerformanceTraining and Performance
Emphasis on high-leverage training has Emphasis on high-leverage training has been accompanied by a movement to link been accompanied by a movement to link training to performance improvementtraining to performance improvement
Training is used to improve employee Training is used to improve employee performanceperformance
This leads to improved business resultsThis leads to improved business results
Training and Performance: Training and Performance: Today’sToday’s EmphasisEmphasis (1 of 2)(1 of 2)
Providing educational opportunities for all Providing educational opportunities for all employeesemployees
An on-going process of performance An on-going process of performance improvement that is directly measurableimprovement that is directly measurable– not one-time training eventsnot one-time training events
The need to demonstrate the benefits of The need to demonstrate the benefits of trainingtraining– to executives, managers, and traineesto executives, managers, and trainees
Training and Performance: Training and Performance: Today’s Today’s EmphasisEmphasis (2 of 2)(2 of 2)
Learning as a lifelong eventLearning as a lifelong event– senior management, training managers, and senior management, training managers, and
employees have ownershipemployees have ownership
Training used to help attain strategic Training used to help attain strategic business objectivesbusiness objectives– helps companies gain a competitive helps companies gain a competitive
advantageadvantage
Instructional System Design Instructional System Design (ISD)(ISD)
Refers to a process for designing and Refers to a process for designing and developing training programsdeveloping training programs
There is not one universally accepted ISD There is not one universally accepted ISD modelmodel
ISD process should be:ISD process should be:– systematicsystematic– flexible enough to adapt to business needsflexible enough to adapt to business needs
Assumptions of ISD ApproachesAssumptions of ISD Approaches (1 of 2)(1 of 2)
Training design is effective only if it helps Training design is effective only if it helps employees reach instructional or training employees reach instructional or training goals and objectivesgoals and objectives
Measurable learning objectives should be Measurable learning objectives should be identified before trainingidentified before training
Assumptions of ISD ApproachesAssumptions of ISD Approaches (2 of 2)(2 of 2)
Evaluation plays an important part in:Evaluation plays an important part in:– planning and choosing a training methodplanning and choosing a training method– monitoring the training programmonitoring the training program– suggesting changes to the training design suggesting changes to the training design
processprocess
The ISD Approach The ISD Approach
Seven steps process based on principles of Seven steps process based on principles of Instructional System Design ( ISD ), is Instructional System Design ( ISD ), is sometimes also referred to as the ADDIE sometimes also referred to as the ADDIE model(analysis ,design , development, model(analysis ,design , development, implementation and evaluation ).implementation and evaluation ).in this system , the first two steps are related in this system , the first two steps are related to analysis ,next three steps are design to analysis ,next three steps are design issues ,while the last two steps relate to issues ,while the last two steps relate to evaluation evaluation : :
,,
Seven steps process - TrainingSeven steps process - Training Conduct a need analysis or assessment (TNA)Conduct a need analysis or assessment (TNA) Ensure employee readiness for training Ensure employee readiness for training
(attitudes , motivation and basic skills)(attitudes , motivation and basic skills) Create a learning environment to enable learningCreate a learning environment to enable learning Enable transfer of training(self +peer +manager Enable transfer of training(self +peer +manager
supported)supported) Develop an evaluation plan(identify learning Develop an evaluation plan(identify learning
outcomes , chose an evaluation design + using outcomes , chose an evaluation design + using cost –benefit analysiscost –benefit analysis
Choosing training method(traditional face to Choosing training method(traditional face to face +e learning using CD-ROM , Web-based)face +e learning using CD-ROM , Web-based)
Monitoring and Evaluating (conduct evaluation Monitoring and Evaluating (conduct evaluation +make changes to improve programs )+make changes to improve programs )
Training Design ProcessTraining Design Process
Conducting Needs Assessment
Ensuring Employees’ Readiness for
TrainingCreating a Learning
Environment
Ensuring Transfer of Training
Developing an Evaluation Plan
Select Training Method
Monitoring and Evaluating the
Program
DETERMINING TRAINING NEEDSDETERMINING TRAINING NEEDS
What deficiencies, if any, do What deficiencies, if any, do incumbents have in the skills, incumbents have in the skills, knowledge, or abilities knowledge, or abilities required to exhibit the required to exhibit the necessary job behaviors?necessary job behaviors?
What are the organization’s goals?
Is there a need
for training?
What behaviors are necessary for each job incumbent to complete
his or her arranged tasks?
What tasks must be completed to achieve their goals?
ENVIRONMENT Unions
EconomyLaws
ORGANIZATON ANALYSIS
Objectives Resources Allocation of
resources
Training Need?
OPERATIONS ANANLYSIS
Specific behavior: What an employee must do in order to perform job effectively
Yes
Alternative solutions
No
Training Need?
PERSON ANALYSIS
Knowledge Skills Attitudes
Alternative solutions
No (a) current level of Performance
(b) Optimal level of Performance
TrainingNeed?
Alternative solutions
Yes
Training Cycle
No
TRAINING NEEDS ASSESSMENTS MODEL
ASSESSMENT PHASE
TRAINING AND DEVELOPMENT PHASE
EVALUATION PHASE
Assess Instructional
Need
Derive Objectives
Select Training Media and Learning
Principles
Develop CriteriaDevelop Criteria
Pretest TrainingPretest Training
Monitor TrainingMonitor Training
Evaluate TrainingEvaluate Training
FeedbackFeedback
Evaluate TransferEvaluate Transfer
Evaluate TransferEvaluate Transfer
TRAINING AND DEVELOPMENT PROCESS - MODEL
Forces Influencing the WorkplaceForces Influencing the Workplaceand Training: and Training: (1 of 2)(1 of 2)
GlobalizationGlobalization
Need for leadershipNeed for leadership
Increased value placed on knowledgeIncreased value placed on knowledge
Attracting and retaining talentAttracting and retaining talent
Customer service and quality emphasisCustomer service and quality emphasis
Forces Influencing the WorkplaceForces Influencing the Workplaceand Training: and Training: (2 of 2)(2 of 2)
Changing demographics and diversity of Changing demographics and diversity of the work forcethe work force
New technologyNew technology
High-performance models of work systemsHigh-performance models of work systems
Economic changesEconomic changes
Core Values of Total Quality Core Values of Total Quality Management (TQM) Management (TQM) (1 of 2)(1 of 2)
Methods and processes are designed to Methods and processes are designed to meet the needs of internal and external meet the needs of internal and external customerscustomers
Every employee in the company receives Every employee in the company receives training in qualitytraining in quality
Quality is designed into a product or Quality is designed into a product or service so that errors are prevented from service so that errors are prevented from occurring, rather than being detected and occurring, rather than being detected and correctedcorrected
Core Values of TQM Core Values of TQM (2 of 2)(2 of 2)
The company promotes cooperation with The company promotes cooperation with vendors, suppliers, and customers to vendors, suppliers, and customers to improve quality and hold down costsimprove quality and hold down costs
Managers measure progress with Managers measure progress with feedback based on datafeedback based on data
Categories and Point Values for the Malcolm Categories and Point Values for the Malcolm Baldrige National Quality Award ExaminationBaldrige National Quality Award Examination
Leadership 120 points
Measurement Analysis and Knowledge Management 90 points
Strategic Planning 85 points
Human Resource Focus 85 points
Process Management 85 points
Business Results 450 points
Customer and Market Focus 85 points
Total Points 1,000 points
Skills Needed to Manage a Diverse Work Skills Needed to Manage a Diverse Work Force: Force: (1 of 2)(1 of 2)
CommunicatingCommunicating effectively with effectively with employees from a wide variety of employees from a wide variety of backgroundsbackgrounds
Coaching, training and developingCoaching, training and developing employees of different ages, educational employees of different ages, educational backgrounds, ethnicities, physical abilities, backgrounds, ethnicities, physical abilities, and racesand races
Skills Needed to Manage a Diverse Work Skills Needed to Manage a Diverse Work Force: Force: (2 of 2)(2 of 2)
Providing Providing performance feedbackperformance feedback that is that is free of values and stereotypes based on free of values and stereotypes based on gender, ethnicity, or physical handicapgender, ethnicity, or physical handicap
Creating a work environmentCreating a work environment that allows that allows employees of all backgrounds to be employees of all backgrounds to be creative and innovativecreative and innovative
4. Creativityargument
5. Problem-solving
argument
6. Systemflexibilityargument
2. Resource-acquisitionargument
3. Marketingargument
1. Costargument
How Managing Cultural Diversity Can How Managing Cultural Diversity Can Provide Competitive AdvantageProvide Competitive Advantage
Use of new technology and work design needs Use of new technology and work design needs to be supported by specific HRM practices: to be supported by specific HRM practices: (1 of (1 of 2)2)
Employees choose or select new employees Employees choose or select new employees or team membersor team members
Employees receive formal performance Employees receive formal performance feedback and are involved in the feedback and are involved in the performance improvement processperformance improvement process
Ongoing training is emphasized and Ongoing training is emphasized and rewardedrewarded
Rewards and compensation are linked to Rewards and compensation are linked to company performancecompany performance
Use of new technology and work design needs Use of new technology and work design needs to be supported by specific HRM practices: to be supported by specific HRM practices: (2 of (2 of 2)2)
Equipment and work processes encourage Equipment and work processes encourage maximum flexibility and interaction between maximum flexibility and interaction between employeesemployees
Employees participate in planning changes Employees participate in planning changes in equipment, layout, and work methodsin equipment, layout, and work methods
Employees understand how their jobs Employees understand how their jobs contribute to the finished product or servicecontribute to the finished product or service
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Training Investment LeadersTraining Investment LeadersU.S. employers spend approximately $59 U.S. employers spend approximately $59 billion on formal training per yearbillion on formal training per year– Approximately 1 to 2 percent of their payrollApproximately 1 to 2 percent of their payroll
Training Investment Leaders invest 3 to 5 Training Investment Leaders invest 3 to 5 percent of payroll in trainingpercent of payroll in training– They train almost all eligible employeesThey train almost all eligible employees– Employees spend twice as much time training Employees spend twice as much time training
as those in Benchmark firmsas those in Benchmark firms– They make a larger investment in learning They make a larger investment in learning
technologies.technologies.
Comparison of Training Investment Leaders Comparison of Training Investment Leaders and Benchmark Companies and Benchmark Companies (1 of 2)(1 of 2)
Benchmark Company
Investment Leader
Percent of eligible employees being trained 78% 91%
Amount of training received per employee 24 hours 57 hours
Amount spent on training:
Percentage of payroll
Per employee
2%
$734
4%
$1,647
Comparison of Training Investment Leaders Comparison of Training Investment Leaders and Benchmark Companies and Benchmark Companies (2 of 2)(2 of 2)
Benchmark Company
Investment Leader
Average total spent $3.6m $11.1m
Percent of training delivered using learning technology
11% 22%
Percent training time in classroom 77% 61%
Roles and Competencies of Roles and Competencies of TrainersTrainers
RolesRoles CompetenciesCompetencies
Analysis/Assessment RoleAnalysis/Assessment Role Industry understanding; computer competence; data analysis Industry understanding; computer competence; data analysis skill; research skillskill; research skill
Development RoleDevelopment Role Understanding of adult learning; skills in feedback; writing, Understanding of adult learning; skills in feedback; writing, electronic systems, and preparing objectiveselectronic systems, and preparing objectives
Strategic RoleStrategic Role Career development theory; business understanding; Career development theory; business understanding; delegation skills; training and development theory; computer delegation skills; training and development theory; computer competencecompetence
Instructor/Facilitator RoleInstructor/Facilitator Role Adult learning principles; skills related to coaching, feedback, Adult learning principles; skills related to coaching, feedback, electronic systems, and group processeselectronic systems, and group processes
Administrator RoleAdministrator Role Computer competence; skills in selecting and identifying Computer competence; skills in selecting and identifying facilities; cost-benefit analysis; project management; records facilities; cost-benefit analysis; project management; records managementmanagement
Why is employee development Why is employee development important?important?
Employee development is a necessary Employee development is a necessary component of a company’s efforts to:component of a company’s efforts to:– Improve qualityImprove quality
– Retain key employeesRetain key employees
– Meet the challenges of global competition and Meet the challenges of global competition and social changesocial change
– Incorporate technological advances and changes Incorporate technological advances and changes in work designin work design
Comparison Between Training and Comparison Between Training and DevelopmentDevelopmentTrainingTraining DevelopmentDevelopment
FocusFocus CurrentCurrent FutureFuture
Use of work Use of work experiencesexperiences
LowLow HighHigh
GoalGoal Preparation for current jobPreparation for current job Preparation for changesPreparation for changes
ParticipationParticipation RequiredRequired VoluntaryVoluntary
Approaches to Employee Approaches to Employee DevelopmentDevelopment
Formal Education
Assessment
Job Experiences
Interpersonal Relationships
Additional study on Employee, Additional study on Employee, Training & Development from Training & Development from
other sources :other sources :
Background Study of the Subject from Basic Background Study of the Subject from Basic HR Perspective:HR Perspective:
LearningLearning
TrainingTraining
DevelopmentDevelopment
Organizational DevelopmentOrganizational Development
Change ManagementChange Management
EducationEducation
Reference study from the book:Reference study from the book:
Define the following:Define the following:LearningLearning
TrainingTraining
DevelopmentDevelopment
Assignments on Employee Training Assignments on Employee Training and Development:and Development:
Conduct a personal interview with a manager. Conduct a personal interview with a manager. Ask him to describe the role that training plays in Ask him to describe the role that training plays in his company and the processes and procedures his company and the processes and procedures do they follow? do they follow?
Interview the training manager of the same Interview the training manager of the same company and discuss the policies and system of company and discuss the policies and system of training .Also ask him how training has changed training .Also ask him how training has changed during last five years and how does he/she during last five years and how does he/she believes it will change in future. believes it will change in future.