Chapter 09 2006 (2)

CHAPTER 9:

TRAINING AND DEVELOPMENT

Copyright © 2005 South-Western. All rights reserved.

Copyright © 2005 South-Western. All rights reserved. 1–2

Training & DevelopmentTraining & DevelopmentTraining & DevelopmentTraining & Development

• Training & developmentTraining & development– Represents ongoing investment in employees, and recognition Represents ongoing investment in employees, and recognition

that employees are assetsthat employees are assets

• Importance of training & developmentImportance of training & development– Rapid technological changes cause skill obsolescenceRapid technological changes cause skill obsolescence– Redesign of work brings need for new skillsRedesign of work brings need for new skills– Mergers and acquisitions have increased need for integrating Mergers and acquisitions have increased need for integrating

employees into different culturesemployees into different cultures– Employees are moving between employers more often, Employees are moving between employers more often,

necessitating trainingnecessitating training– Globalization of business requires new knowledge and skillsGlobalization of business requires new knowledge and skills

• Training & developmentTraining & development– Represents ongoing investment in employees, and recognition Represents ongoing investment in employees, and recognition

that employees are assetsthat employees are assets

• Importance of training & developmentImportance of training & development– Rapid technological changes cause skill obsolescenceRapid technological changes cause skill obsolescence– Redesign of work brings need for new skillsRedesign of work brings need for new skills– Mergers and acquisitions have increased need for integrating Mergers and acquisitions have increased need for integrating

employees into different culturesemployees into different cultures– Employees are moving between employers more often, Employees are moving between employers more often,

necessitating trainingnecessitating training– Globalization of business requires new knowledge and skillsGlobalization of business requires new knowledge and skills


Benefits of Training & DevelopmentBenefits of Training & DevelopmentBenefits of Training & DevelopmentBenefits of Training & Development

• Individual employeeIndividual employee– Increased employee marketabilityIncreased employee marketability– Increased employee employability securityIncreased employee employability security

• OrganizationOrganization– Improved bottom line, efficiency and profitabilityImproved bottom line, efficiency and profitability– Increased flexibility in employees who can assume different Increased flexibility in employees who can assume different

and varied responsibilitiesand varied responsibilities– Reduced layers of managementReduced layers of management– Makes employees more accountable for resultsMakes employees more accountable for results

• Individual employeeIndividual employee– Increased employee marketabilityIncreased employee marketability– Increased employee employability securityIncreased employee employability security

• OrganizationOrganization– Improved bottom line, efficiency and profitabilityImproved bottom line, efficiency and profitability– Increased flexibility in employees who can assume different Increased flexibility in employees who can assume different

and varied responsibilitiesand varied responsibilities– Reduced layers of managementReduced layers of management– Makes employees more accountable for resultsMakes employees more accountable for results


Exhibit 9-1Exhibit 9-1

Strategizing TrainingStrategizing TrainingExhibit 9-1Exhibit 9-1

Strategizing TrainingStrategizing Training



Levels of Needs AssessmentLevels of Needs AssessmentExhibit 9-2Exhibit 9-2

Levels of Needs AssessmentLevels of Needs Assessment


Setting Training ObjectivesSetting Training ObjectivesSetting Training ObjectivesSetting Training Objectives

• Align/match identified training needs with Align/match identified training needs with training objectivestraining objectives

• Define objectives in specific, measurable termsDefine objectives in specific, measurable terms– Desired employee Desired employee behaviorsbehaviors– ResultsResults expected to follow from such behaviors expected to follow from such behaviors

• One source of information for setting objectivesOne source of information for setting objectives– Performance deficiency data contained in performance Performance deficiency data contained in performance

management systemmanagement system

• Align/match identified training needs with Align/match identified training needs with training objectivestraining objectives

• Define objectives in specific, measurable termsDefine objectives in specific, measurable terms– Desired employee Desired employee behaviorsbehaviors– ResultsResults expected to follow from such behaviors expected to follow from such behaviors

• One source of information for setting objectivesOne source of information for setting objectives– Performance deficiency data contained in performance Performance deficiency data contained in performance

management systemmanagement system


Design and DeliveryDesign and DeliveryDesign and DeliveryDesign and Delivery

• Critical training design issuesCritical training design issues– Interference from and difficulty of overcoming prior Interference from and difficulty of overcoming prior

training, learning, habitstraining, learning, habits– TransferTransfer of newly learned skills back to job of newly learned skills back to job

• Choice of training environment approximating or Choice of training environment approximating or simulating actual working conditions simulating actual working conditions

– Organizational environment that is supportive of Organizational environment that is supportive of training & developmenttraining & development

• Critical training design issuesCritical training design issues– Interference from and difficulty of overcoming prior Interference from and difficulty of overcoming prior

training, learning, habitstraining, learning, habits– TransferTransfer of newly learned skills back to job of newly learned skills back to job

• Choice of training environment approximating or Choice of training environment approximating or simulating actual working conditions simulating actual working conditions

– Organizational environment that is supportive of Organizational environment that is supportive of training & developmenttraining & development


Computer-Based InstructionComputer-Based InstructionComputer-Based InstructionComputer-Based Instruction

• BenefitsBenefits– Self-pacedSelf-paced– Adaptive to different Adaptive to different

needsneeds– Can be customizedCan be customized– Easy to deliverEasy to deliver– Usually less expensive Usually less expensive

to administerto administer– Can be conducted when Can be conducted when

convenient for employeeconvenient for employee

• BenefitsBenefits– Self-pacedSelf-paced– Adaptive to different Adaptive to different

needsneeds– Can be customizedCan be customized– Easy to deliverEasy to deliver– Usually less expensive Usually less expensive

to administerto administer– Can be conducted when Can be conducted when

convenient for employeeconvenient for employee

• DrawbacksDrawbacks– Learners must be self-Learners must be self-

motivatedmotivated– Cost of producing online, Cost of producing online,

interactive materialsinteractive materials– Lack of interaction with Lack of interaction with

others may work against others may work against needs and preferred needs and preferred learning styleslearning styles

• DrawbacksDrawbacks– Learners must be self-Learners must be self-

motivatedmotivated– Cost of producing online, Cost of producing online,

interactive materialsinteractive materials– Lack of interaction with Lack of interaction with

others may work against others may work against needs and preferred needs and preferred learning styleslearning styles


EvaluationEvaluationEvaluationEvaluation

• Integral part of overall training programIntegral part of overall training program• Provides feedback on effectiveness of training Provides feedback on effectiveness of training

programprogram• Evaluation criteria should be established in Evaluation criteria should be established in

tandem with and parallel to training objectivestandem with and parallel to training objectives

• Integral part of overall training programIntegral part of overall training program• Provides feedback on effectiveness of training Provides feedback on effectiveness of training

programprogram• Evaluation criteria should be established in Evaluation criteria should be established in

tandem with and parallel to training objectivestandem with and parallel to training objectives



Four Levels of Training EvaluationFour Levels of Training EvaluationExhibit 9-3Exhibit 9-3

Four Levels of Training EvaluationFour Levels of Training Evaluation



Four Levels of Training EvaluationFour Levels of Training EvaluationExhibit 9-3Exhibit 9-3

Four Levels of Training EvaluationFour Levels of Training Evaluation



Links Between Training, Performance Links Between Training, Performance Management, & CompensationManagement, & Compensation


Links Between Training, Performance Links Between Training, Performance Management, & CompensationManagement, & Compensation


Reading 9.1 (Brower et al.)Reading 9.1 (Brower et al.)

Types of International Work Reported by Types of International Work Reported by Federal ExecutivesFederal Executives

Reading 9.1 (Brower et al.)Reading 9.1 (Brower et al.)

Types of International Work Reported by Types of International Work Reported by Federal ExecutivesFederal Executives

• Collaborating with other agencies/organizations on Collaborating with other agencies/organizations on international projects (37%)international projects (37%)

• Travel abroad (37%)Travel abroad (37%)

• Managing programs that provide good/services to other Managing programs that provide good/services to other nations (20%)nations (20%)

• International negotiations (16%)International negotiations (16%)

• International policy development (14%)International policy development (14%)

• Managing programs that receive/inspect people, goods, & Managing programs that receive/inspect people, goods, & services from other nations (10%)services from other nations (10%)

• Supervising government workers/contractors abroad (8%)Supervising government workers/contractors abroad (8%)

• Living abroad (3%)Living abroad (3%)

• Collaborating with other agencies/organizations on Collaborating with other agencies/organizations on international projects (37%)international projects (37%)

• Travel abroad (37%)Travel abroad (37%)

• Managing programs that provide good/services to other Managing programs that provide good/services to other nations (20%)nations (20%)

• International negotiations (16%)International negotiations (16%)

• International policy development (14%)International policy development (14%)

• Managing programs that receive/inspect people, goods, & Managing programs that receive/inspect people, goods, & services from other nations (10%)services from other nations (10%)

• Supervising government workers/contractors abroad (8%)Supervising government workers/contractors abroad (8%)

• Living abroad (3%)Living abroad (3%)


Reading 9.1Reading 9.1

Interculturally Effective PersonInterculturally Effective PersonReading 9.1Reading 9.1

Interculturally Effective PersonInterculturally Effective Person

• Adaptation skillsAdaptation skills• Attitude of modesty and respectAttitude of modesty and respect• Understanding of concept of cultureUnderstanding of concept of culture• Knowledge of host country and cultureKnowledge of host country and culture• Relationship-building skillsRelationship-building skills• Self-knowledgeSelf-knowledge• Intercultural communicationIntercultural communication• Organizational skillsOrganizational skills• Personal and professional commitmentPersonal and professional commitment

• Adaptation skillsAdaptation skills• Attitude of modesty and respectAttitude of modesty and respect• Understanding of concept of cultureUnderstanding of concept of culture• Knowledge of host country and cultureKnowledge of host country and culture• Relationship-building skillsRelationship-building skills• Self-knowledgeSelf-knowledge• Intercultural communicationIntercultural communication• Organizational skillsOrganizational skills• Personal and professional commitmentPersonal and professional commitment


Development System for Global Development System for Global LeadersLeaders

Seven RecommendationsSeven Recommendations



1.1. Build business case for global leadership Build business case for global leadership competencecompetence

2.2. Build support for developing global leaders Build support for developing global leaders

among government agencies and in broader among government agencies and in broader

societysociety

3.3. Develop model of global leadership competenceDevelop model of global leadership competence– Broad-based leadership knowledgeBroad-based leadership knowledge– Generic leadership skillsGeneric leadership skills– Agency-, sector-, or country-specific knowledge and skillsAgency-, sector-, or country-specific knowledge and skills

1.1. Build business case for global leadership Build business case for global leadership competencecompetence

2.2. Build support for developing global leaders Build support for developing global leaders

among government agencies and in broader among government agencies and in broader

societysociety

3.3. Develop model of global leadership competenceDevelop model of global leadership competence– Broad-based leadership knowledgeBroad-based leadership knowledge– Generic leadership skillsGeneric leadership skills– Agency-, sector-, or country-specific knowledge and skillsAgency-, sector-, or country-specific knowledge and skills






4.4. Integrate global competencies into leadership Integrate global competencies into leadership selection and development programsselection and development programs

5.5. Strengthen interagency and public/private Strengthen interagency and public/private partnerships to provide for global leadership partnerships to provide for global leadership developmentdevelopment

6.6. Create certification programs for developing Create certification programs for developing global leaders in governmentglobal leaders in government

7.7. Develop center of excellence Develop center of excellence • Gathers, offers, and spreads best programs, tools, and Gathers, offers, and spreads best programs, tools, and

resourcesresources

4.4. Integrate global competencies into leadership Integrate global competencies into leadership selection and development programsselection and development programs

5.5. Strengthen interagency and public/private Strengthen interagency and public/private partnerships to provide for global leadership partnerships to provide for global leadership developmentdevelopment

6.6. Create certification programs for developing Create certification programs for developing global leaders in governmentglobal leaders in government

7.7. Develop center of excellence Develop center of excellence • Gathers, offers, and spreads best programs, tools, and Gathers, offers, and spreads best programs, tools, and

resourcesresources


Reading 9.2 (Olian et al.)Reading 9.2 (Olian et al.)

Training & Development Framework: Best Training & Development Framework: Best Practices ElementsPractices Elements

Reading 9.2 (Olian et al.)Reading 9.2 (Olian et al.)

Training & Development Framework: Best Training & Development Framework: Best Practices ElementsPractices Elements

• PlanPlan– Strategic role of T&DStrategic role of T&D– T&D value and T&D value and

administrative policiesadministrative policies– Establishing T&D needsEstablishing T&D needs– Building transfer into Building transfer into

T&DT&D

• PlanPlan– Strategic role of T&DStrategic role of T&D– T&D value and T&D value and

administrative policiesadministrative policies– Establishing T&D needsEstablishing T&D needs– Building transfer into Building transfer into

T&DT&D

• DoDo– Contents of T&DContents of T&D– T&D methods and T&D methods and

approachesapproaches

• CheckCheck– T&D evaluation strategyT&D evaluation strategy

• ActAct– Sustaining and Sustaining and

advancing T&Dadvancing T&D

• DoDo– Contents of T&DContents of T&D– T&D methods and T&D methods and

approachesapproaches

• CheckCheck– T&D evaluation strategyT&D evaluation strategy

• ActAct– Sustaining and Sustaining and

advancing T&Dadvancing T&D



Tying T&D to Strategic Business PlansTying T&D to Strategic Business PlansReading 9.2Reading 9.2

Tying T&D to Strategic Business PlansTying T&D to Strategic Business Plans

• Intimate and structured linkage between Intimate and structured linkage between strategic mission and goals of T&D strategic mission and goals of T&D programprogram

• T&D goals and processes reviewed and T&D goals and processes reviewed and updated annually around changing strategic updated annually around changing strategic needsneeds

• T&D executives integrated into strategic T&D executives integrated into strategic planning processplanning process

• Intimate and structured linkage between Intimate and structured linkage between strategic mission and goals of T&D strategic mission and goals of T&D programprogram

• T&D goals and processes reviewed and T&D goals and processes reviewed and updated annually around changing strategic updated annually around changing strategic needsneeds

• T&D executives integrated into strategic T&D executives integrated into strategic planning processplanning process



Policies & Values to Support T&D SystemsPolicies & Values to Support T&D SystemsReading 9.2Reading 9.2

Policies & Values to Support T&D SystemsPolicies & Values to Support T&D Systems

• StructuralStructural– e.g., linkages between organization’s planning e.g., linkages between organization’s planning

process and T&D operationprocess and T&D operation

• PoliciesPolicies– Formal means of communicating T&D expectationsFormal means of communicating T&D expectations

• Value Statements Value Statements – Informal and decentralized means of pushing Informal and decentralized means of pushing

managers to develop appropriate attitudesmanagers to develop appropriate attitudes

• StructuralStructural– e.g., linkages between organization’s planning e.g., linkages between organization’s planning

process and T&D operationprocess and T&D operation

• PoliciesPolicies– Formal means of communicating T&D expectationsFormal means of communicating T&D expectations

• Value Statements Value Statements – Informal and decentralized means of pushing Informal and decentralized means of pushing

managers to develop appropriate attitudesmanagers to develop appropriate attitudes



Linking Business Strategy with T&DLinking Business Strategy with T&DReading 9.2Reading 9.2

Linking Business Strategy with T&DLinking Business Strategy with T&D

• Establishment of T&D needs driven most Establishment of T&D needs driven most often by mission and strategyoften by mission and strategy

• Build transfer into T&DBuild transfer into T&D– Overlap T&D and job contextsOverlap T&D and job contexts– Integrate T&D & other elements of HR management Integrate T&D & other elements of HR management

systemsystem– Integrate management into T&D processIntegrate management into T&D process

• Establishment of T&D needs driven most Establishment of T&D needs driven most often by mission and strategyoften by mission and strategy

• Build transfer into T&DBuild transfer into T&D– Overlap T&D and job contextsOverlap T&D and job contexts– Integrate T&D & other elements of HR management Integrate T&D & other elements of HR management

systemsystem– Integrate management into T&D processIntegrate management into T&D process



Determining Content of T&DDetermining Content of T&DReading 9.2Reading 9.2

Determining Content of T&DDetermining Content of T&D

• Derive content from:Derive content from:– Strategic objectivesStrategic objectives– Culture and valuesCulture and values– Present and predicted competency and skill needsPresent and predicted competency and skill needs

• Most commonly addressed T&D area is Most commonly addressed T&D area is leadership trainingleadership training

• Derive content from:Derive content from:– Strategic objectivesStrategic objectives– Culture and valuesCulture and values– Present and predicted competency and skill needsPresent and predicted competency and skill needs

• Most commonly addressed T&D area is Most commonly addressed T&D area is leadership trainingleadership training



Choosing the Best T&D MethodChoosing the Best T&D MethodReading 9.2Reading 9.2

Choosing the Best T&D MethodChoosing the Best T&D Method

• Choice of delivery method depends on:Choice of delivery method depends on:– Organizational culture and valuesOrganizational culture and values– T&D objective and contentT&D objective and content– Profiles of trainees and trainersProfiles of trainees and trainers– Financial and technological resource availabilityFinancial and technological resource availability– TimeTime– LocationLocation– Political constraintsPolitical constraints

• Choice of delivery method depends on:Choice of delivery method depends on:– Organizational culture and valuesOrganizational culture and values– T&D objective and contentT&D objective and content– Profiles of trainees and trainersProfiles of trainees and trainers– Financial and technological resource availabilityFinancial and technological resource availability– TimeTime– LocationLocation– Political constraintsPolitical constraints



Choosing the Best T&D MethodChoosing the Best T&D MethodReading 9.2Reading 9.2

Choosing the Best T&D MethodChoosing the Best T&D Method

• Developments occurring with regard to Developments occurring with regard to delivery methodsdelivery methods– Shift toward on-the-job trainingShift toward on-the-job training– Increased efficiencyIncreased efficiency– Exploitation of technology to aid learningExploitation of technology to aid learning– Increased emphasis on teamsIncreased emphasis on teams– Focus on mentoringFocus on mentoring

• Developments occurring with regard to Developments occurring with regard to delivery methodsdelivery methods– Shift toward on-the-job trainingShift toward on-the-job training– Increased efficiencyIncreased efficiency– Exploitation of technology to aid learningExploitation of technology to aid learning– Increased emphasis on teamsIncreased emphasis on teams– Focus on mentoringFocus on mentoring



Evaluating Value Added by T&DEvaluating Value Added by T&DReading 9.2Reading 9.2

Evaluating Value Added by T&DEvaluating Value Added by T&D

• Fewer than 20% of organizations conducted Fewer than 20% of organizations conducted return on T&D investment studiesreturn on T&D investment studies

• Two primary activities for assessing T&D Two primary activities for assessing T&D effectiveness:effectiveness:– Gauging on-site participant reactions to T&DGauging on-site participant reactions to T&D– Measuring learning by means of tests and/or Measuring learning by means of tests and/or

behavioral exercises during T&Dbehavioral exercises during T&D

• Fewer than 20% of organizations conducted Fewer than 20% of organizations conducted return on T&D investment studiesreturn on T&D investment studies

• Two primary activities for assessing T&D Two primary activities for assessing T&D effectiveness:effectiveness:– Gauging on-site participant reactions to T&DGauging on-site participant reactions to T&D– Measuring learning by means of tests and/or Measuring learning by means of tests and/or

behavioral exercises during T&Dbehavioral exercises during T&D



Sustaining & Enhancing Role of T&DSustaining & Enhancing Role of T&DReading 9.2Reading 9.2

Sustaining & Enhancing Role of T&DSustaining & Enhancing Role of T&D

• T&D is central to goalsT&D is central to goals– Only 15% expressed willingness to cut T&D during Only 15% expressed willingness to cut T&D during

tough timestough times

• Visible presence of T&D at central Visible presence of T&D at central organizational levelorganizational level

• Sustained and deepening investment Sustained and deepening investment requiredrequired

• T&D is central to goalsT&D is central to goals– Only 15% expressed willingness to cut T&D during Only 15% expressed willingness to cut T&D during

tough timestough times

• Visible presence of T&D at central Visible presence of T&D at central organizational levelorganizational level

• Sustained and deepening investment Sustained and deepening investment requiredrequired


Reading 3 (Wentland)Reading 3 (Wentland)

Training Content Decision-Making Training Content Decision-Making EquationEquation

Reading 3 (Wentland)Reading 3 (Wentland)

Training Content Decision-Making Training Content Decision-Making EquationEquation

UC = PC - CUC = PC - CUC = usable contentUC = usable content

PC = potential contentPC = potential contentC = constraintsC = constraints

UC = PC - CUC = PC - CUC = usable contentUC = usable content

PC = potential contentPC = potential contentC = constraintsC = constraints



Adult Learning Theory & Workplace Adult Learning Theory & Workplace TrainingTraining



• Employees learn best when they understand Employees learn best when they understand training program objectivestraining program objectives

– What employee is expected to do (performance)What employee is expected to do (performance)– Quality or level of acceptable performance (criterion)Quality or level of acceptable performance (criterion)– Conditions under which trainee expected to perform desired Conditions under which trainee expected to perform desired

outcome (conditions)outcome (conditions)

• Learn better when training is linked to current jobLearn better when training is linked to current job

• Learn best when they have opportunity to practiceLearn best when they have opportunity to practice

• Employees learn best when they understand Employees learn best when they understand training program objectivestraining program objectives

– What employee is expected to do (performance)What employee is expected to do (performance)– Quality or level of acceptable performance (criterion)Quality or level of acceptable performance (criterion)– Conditions under which trainee expected to perform desired Conditions under which trainee expected to perform desired

outcome (conditions)outcome (conditions)

• Learn better when training is linked to current jobLearn better when training is linked to current job

• Learn best when they have opportunity to practiceLearn best when they have opportunity to practice






• Employees need effective feedbackEmployees need effective feedback– Focused on specific behaviorsFocused on specific behaviors– Provided as soon as possibleProvided as soon as possible

• Employees learn by observing and imitatingEmployees learn by observing and imitating– Model’s desired behaviors or skills need to be clearly Model’s desired behaviors or skills need to be clearly

specifiedspecified– Model should have characteristics (such as age or position) Model should have characteristics (such as age or position)

similar to target audiencesimilar to target audience

• Employees need training program to be properly Employees need training program to be properly coordinated and arrangedcoordinated and arranged

• Employees need effective feedbackEmployees need effective feedback– Focused on specific behaviorsFocused on specific behaviors– Provided as soon as possibleProvided as soon as possible

• Employees learn by observing and imitatingEmployees learn by observing and imitating– Model’s desired behaviors or skills need to be clearly Model’s desired behaviors or skills need to be clearly

specifiedspecified– Model should have characteristics (such as age or position) Model should have characteristics (such as age or position)

similar to target audiencesimilar to target audience

• Employees need training program to be properly Employees need training program to be properly coordinated and arrangedcoordinated and arranged

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Chapter 09 2006 (2)

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