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J(/
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p Introduction to
t Employee Training e and Development r
1
Introduction (1of 2)
LPI illustrate how training can contribute to companies' competitiveness
11111 Customer service
11 Employee retention
11 Growth
1111 Doing more with less
1111 Quality
1111 Productivity
ALL INFLUENCE TRAINING PRACTICES
Competitiveness - a company's ability to maintain and gain market share in an industry
Introduction (2 of 2)
11 Although they are in different types of businesses, they each have training practices that have helped them gain a competitive advantage in their markets
11 The training practices have helped Verizon Wireless and Home Depot:
11 grow the business, and
11 improve customer service, by
11 providing employees with the knowledge and skills they need to be successful
Example: Verizon's CS employees receive 96 hours of training annually
11 Simulation,classroom instruction, on-the-job training (blended)
Human Resource Management
Refers to the:
11 Policies, practices, and systems that influence employees':
11 behavior
attitudes
11 performance
HRM practices play a key role in attracting, motivating, rewarding, and retaining employees
What is Training?
11 Training - a planned effort by a company to facilitate employees' learning of job-related competencies
Competencies- knowledge, skills or behavior critical for successful job performance
Pilot
Elementary teacher teaching math
"Adult" College Student
11 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
High-Leverage Training
11 It's a broader perspective outlook to t&d
11 Linked to strategic goals and objectives
Uses an instructional design process to ensure that training is effective
11 Compares or benchmarks the company's training programs against training programs in other companies
11 Creates working conditions that encourage continuous learning
Continuous Learning (1of 2)
Requires employees to understand the entire work system including the relationships among:
their jobs
11 their work units
the entire company
Continuous Learning (2 of 2)
Employees are expected to:
11 acquire new skills and knowledge
apply them on the job
share this information with other employees
Managers take an active role:
11 in identifying training needs
helping to ensure that employees use training in their work
Training and Performance
Companies have lost money on training because of poor design, not linked to performance problem or business strategy,or outcomes not evaluated
Emphasis on high-leverage training and accompanied by a movement to link training to performance improvement
Training is used to improve employee performance
This leads to improved business results
..
Training Design Process
FIGURE 1.1 Training Design Process
Conducting Needs Assessment Ensuring Employees' 9reating a Learr:_!ng Environment
Organizational Analysis Readiness for Training
Learning Objectives
Person Analysis Att;tudes and Motivation Meaningful Material '
Task Analysis Basic Skills Practice
Feedback
Community of Learning 9eveloping an Evaluation Pl n (:nsu ing Transfer.ofTrainin9 Modeling
Identify Learning Outcomes Self-Management - Program Administration Choose Evaluat1on Design Peer and Manager
Plan Cost-Benefit Analysis Support
I
Selecting Training Method Monitoring and Evaluating
Traditional the Program
E-learning Conduct Evaluation
Make Changes to
Improve the Program
Instructional System Design (ISO)
Figure 1.1is based on principles of ISD
Refers to a process for designing and developing training programs
There is not one universally accepted ISD model
ISD process should be:
11 Systematic (don't chose the training method before determining training needs and training may not even be necessary)
flexible enough to adapt to business needs
11 Some training professionals argue that ISD is flawed:
1. Training design process is not "neat" or orderly
2. Some organizations require trainers to provide detailed documents of each activity-adds time and money
..
Assumptions of lSD Approaches (1of 2)
Training design is effective only if it helps employees reach
instructional or training goals and objectives
Measurable learning objectives should be identified before
training
II ASSBAT
Assumptions of ISD Approaches (2 of 2)
Evaluation plays an important part in:
11 planning and choosing a training method
11 monitoring the training program
11 suggesting changes to the training design process
Forces Influencing the Workplace and Training: (1of 2)
lization
Offshoring (relocation of business)
Cross-Cultural Training (Customer/Employee-Immigrant)
Need for leadership
85/o of Fortune 500 say they don't have enough employees with
global leadership skills
Employee development/succession planning-Ch 9/10
Increased value placed on intangible assets and human capital focus
on link to business strategy
Attracting and retaining talent
Customer service and quality emphasis {TQM/Six Sigma)
Forces Influencing the Workplace and Training:
(2 of 2)
Changing demographics and diversity of the work force
New technology
High-performance models of work systems
Work teams/Cross training/Virtual teams
Economic changes
..
Intangible Assets
Cannot be touched and are nonmonetary, however equally as valuable
as fmancial and physical assets. They include:
human capital (attributes, life experience, knowledge,
inventiveness, energy, enthusiasm)
customer capital (suppliers, customers, vendors)
social capital (relationships within the company)
intellectual capital (knowledge that exists within the company)
Increasing Intangible Assets
11 Increase human capital by focusing on attracting, developing, and retaining knowledge workers
A management style of developing and empowering employees
11 Capability to adapt to change
Learning organization- embraces a culture of lifelong learning,enabling all employees to continually acquire and share knowledge
Core Values of Total Quality Management (TQM) (1of 2)
11 Methods and processes are designed to meet the needs of internal and external customers
11 Every employee in the company receives training in quality
11 Quality is designed into a product or service so that errors are prevented from occurring,rather than being detected and corrected
Core Values of TQM (2 of 2)
The company promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs
Managers measure progress with feedback based on data
...
ISO 9000:2000 quality standards
The ISO 9000:2000 standards were developed by the
International Organization for Standardization (ISO) in Geneva,
Switzerland
ISO 9000 is the name of a family of standards
II ISO 9001
II ISO 9004
Six Sigma process
The six sigma process refers to:
11 measuring processes
11 analyzing processes
improving processes
controlling processes
0
Comparison of the Age of the 2004 and 2014 Labor
Force
FIGURE 1...2 Comparison of
the Age of tb.e
2004 and 2014
Labor Force
Source: Bat cd em
[\t l(lO si, "LabOI'
Force Projections tn
2014: Rc iring;
noomeffi," A'lonrh i'
l.afN.n' Rt'vie\1'
(November :20()5 ):
2004 2014
16 to 24 years old
D25 to 54 years old Q 55 years and older
Skills Needed to Manage a Diverse Work Force: (1of 2)
11 Communicating effectively with employees from a wide variety of
backgrounds
11 Coaching, training and developing employees of different ages,
educational backgrounds, ethnicities, physical abilities, and races
Skills Needed to Manage a Diverse Work Force: (2 of2)
Providing perFormance feedback that is free of values and stereotypes based on gender,ethnicity,or physical handicap
Creating a work environment that allows employees of all backgrounds to be creative and innovative
How Managing Cultural Diversity Can Provide Competitive Advantage
4. Creativity
argument
New Technology
11 Internet has created a new business model:
e-commerce
11 Advantages of technology:
11 reduced travel costs
11 greater accessibility to training
consistent delivery
ability to access experts
share learning
creating a learning environment
greater use of a contingent work force
Independent contractors, on-call workers, temp workers, contact workers
High-Performance Models of
Work Systems
11 Work teams- involve employees with various skills who interact to assemble a product or provide a service
11 Cross training- training employees in a wide range of skills so they can fill any of the roles needed to be performed on the team
11 Virtual teams- separated teams relying almost exclusively on technology to interact and complete their projects
-
Training Facts & Figures Cont'
Most companies offer: Safety
Leadership
Quality
Diversity
Time management
Communication skills
NEO
Customer Service
Sexual Harassment
11 Performance
Appraisals
11 Hiring/interviewing