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01/08/2015
C. Societal Benefits
It is bound to help society, the more skills and knowledge that
people have the better the economy will be, and the stronger the
province
Review Table 1.1 pg. 13, Stats on pg. 11-12, and Table 13.1 pg.
389
Discuss the following:
1. The percentage of payroll spent on training, the $ amount per
employee and the # of hours per year- were you surprised?
2. The difference in the amount of training received by employee
category & by sector
3. Training programs as a % of training expenditure.
4. Future of training investment.
Many successful companies in Canada do invest substantially in T & D
Those rated as the best companies to work for in Canada spend the
most on training per employee: Canada's Top 100 Employers: National
Competition
Definition:____________________________
__________________________________________________
________________________
Not simply a focus on current needs or deficiencies, but a look to
continuous leaning
Training & Development part of this
Can lead to a Learning Organization
The Learning Organization
An organization that acquires, organizes, and shares
information & knowledge, and uses new information and
knowledge to change its behaviour in order to achieve its
objectives and improve its effectiveness
Able to transform itself by acquiring and disseminating new
knowledge and skills throughout the organization
Has enhanced capacity to learn, adapt, and change its culture
Has ability to make sense of, and respond to, surrounding
environment
Learning results in continual improvements in:
Principles & Dimensions of Learning Organizations
Everybody is considered a learner
People learn from each other
Learning is part of a change process
Continuous formal and informal learning is encouraged
Knowledge
Sum of what is known; a body of truths, information, and
principles
o
Found in the minds of employees, or
o
Transferred and stored in systems in the organization
Intellectual Capital
Explicit and tacit knowledge part of Intellectual Capital
Also includes experiences, relationships, innovations, market
presence, and community influence- page 43
Intellectual capital is employee knowledge- a valuable asset which
grows with use frozen rock solid example
Intellectual capital must be formalized, captured, and leveraged to
be of value to the organization
Knowledge management has become very important acquire,
interpret, store and distribute knowledge throughout the
organization
Knowledge Management
Knowledge Management:
o Knowledge Acquisition
o Environment Scanning
o Formal Training & Development
o Informal learning
o Communities of Practice
Knowledge Interpretation
Knowledge Dissemination
Knowledge Retention
Knowledge Management
A. Knowledge Acquisition:
o 1. Environment scanning: obtain information from
o 2. Formal training & development:
Key part of the knowledge-acquisition process
Approximately 30 % of how employees learn
o 3. Informal learning:
Approximately 70 % of how employees learn
By trial & error, through customer relations, interactions
with each other- pg. 45
o 4. Communities of Practice:
B. Knowledge Interpretation:
o Employees use mental models to interpret info.
o Form teams to share mental models and to work together
solving problems
C. Knowledge Dissemination:
o Technology has enhanced the sharing of info.
D. Knowledge Retention:
o Knowledge Repositories are inventories of knowledge that
organizations compile and store, which can be easily retrieved
o Data bases, reports, video tapes of presentations, proposals,
consultants reports
o Should include a link to the originator of the document
The value of knowledge occurs when it is available to those who
need it, when they need it
Knowledge Management/Infrastructure refers to systems and
structures that integrate people, processes, and technology
A. What is Learning?
The process of acquiring knowledge and skills, and a change in
individual behaviour as a result of some experience.
B. Learning Outcomes (page 65)
Can be classified according to five categories:
Verbal Information: facts, knowledge, principles, information
Example:
Intellectual Skills: learning of concepts, rules, procedures
Example:
Cognitive Strategies: application of information and techniques
and understanding how and when to use the information
Example:
Motor Skills: coordination and execution of physical movements
that involve the use of muscles
Example:
Attitudes: preferences, beliefs, feelings (most difficult domain to
influence through training)
Example:
Learning Styles
Implications for Training & Development
o It recognizes that people differ in the way they prefer to learn
o Success and comfort in training will depend on how well the
training approach matches their learning style
o Trainers need to be aware of these differences and design
training programs to appeal to peoples different learning
styles
o Training programs should be designed with each learning
mode as part of a sequence of learning experiences
Learning Theories
A. Conditioning Theory
o Learning result of reward & punishment contingencies
o Stimulus Behaviour Consequence
o Employees should be encouraged and reinforced for attending
training, learning & applying skills on the job
B. Social Cognitive Theory: Learning influenced by
o Observation:
o Self-efficacy:
o Self-Regulation: