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The Training and Development Process

01/08/2015

Canadian organizations dont really spend a high percentage to


employee payroll towards training
Most organizations allocate their training to full time employees
High level executives are trained a lot and entry level receive more
than the middle
The average in Canada is about 25 hours a year per employee
which is not really that much
Companies are spending money maybe not to the level that
Canada thinks they should be spending in terms of us moving our
organizations a head to be competitive in the world market
It is something for organizations to start to think about
Unionized employees they spend more on training than non
unionized
Not a huge difference between private sector organizations and non
for profit
o Non profit social bay services and they are working with
other members of the community so they have to be trained
to work with other people
The chart is getting you to think about training in Canada
o Province of Quebec has actual legislation in terms of
training dollars
1% of payroll must go toward training employees
if they dont train then they have to pay a training tax
and it goes to the companies that are doing the training
the biggest complaint was about filling out forms
page 389
what content organizations have

Training and development is first and foremost all about managing


performance in organizations.
The Terms includes setting expectations, training people and
evaluating
Performance Management is:
o process of establishing performance expectations with
employees
o designing interventions & programs to improve
performance
o Monitoring success of interventions & programs

Training: acquisition of KSAs to improve performance on ones


current job current
Development: acquisition of KSAs required to perform future job
responsibilities and in the long-term achievement of individual
career goals and organizational objectives Future
Human Resource Development (HRD):
T & D part of a larger system known as HRD
Includes systematic and planned activities
T & D, Organizational Development, Career Development
Organizational Goals
Strategic human resources management is the alignment of human
resource practices with an organizations business strategy. It
means that whether an organization has a strategy for quality,
innovation, or customer service, training as well as other human
resource practices must be designed to reinforce and support the
strategy.
The Benefits Of Performance Management Systems
A. Organizational Benefits:

Abel to achieve organizational strategy because employees have


required knowledge and skills to carry this out
Increased organizational effectiveness trained employees have
higher productivity and quality there has be lots of research for
this
Employers who invest in training attract and retain the best
employees
o Increased efficiency
o Less workplace accidents
o A lower turnover rate
o Less lawsuits
o You will be able to bring in more money because the
employees are more trained
o Less wastage of materials
o Creating a better reputation of the company
B. Employee Benefits
Intrinsic
o Greater knowledge and skills, higher self efficacy, feel more
useful, have more positive attitudes towards their job and
organization
Extrinsic
o Higher earnings, improved marketability, greater job security,
and enhanced promotion prospects
Sometimes it is quite difficult to put a dollar value to the benefit of
training that is why HR has to justify over and over again their budget for
training

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

Most organizations have this view


Improving education and skills of the workforce leads to increase
productivity which has a positive impact on the economy and the
standard of living
o Ontario has not really been keeping up with the rest of the
world so there has been a lot of criticism, training is a must,
you cant just keep importing skilled workers

The Canadian Situation


To benefit from training you have to invest
Canadas investment lags behind many other countries- 2st of all
countries
Average investment in training 1.51% of payroll - U.S. 2.25% , top
companies 6%
See Table 1.1 on page 13 for Canadian T&D statistics.

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

Most successful Canadian companies invest in training; Profit 100:


http://www.profitguide.com/microsite/profit500/2014
Future Considerations
Conference Board of Canada conclusion- Canadas underinvestment in T & D might lead to Canadas inability to compete in
the world market
Should Governments get involved and enact laws that require
organizations to invest a certain percentage of their payroll in
training and development as they have in Quebec? (See page 15)
The Context of T & D
High- Performance Work Systems:
Figure 1.2 (page 17) and 1.3 (page19)
o HR strategic practices linked to business strategy
o A good fit exists between strategy and training &
development, and between training & development and other
HRM practices
o Organizations with high-performance work systems (pg.
20)have superior productivity and financial performance
ISD Model
The Instructional System Design Model of T&D Figure 1.4 page
22
Rational and scientific model of T&D process consisting of 3 major
steps:
o
training needs analysis (Part 1)
o
training design (part 2) and delivery (Part 3)
o
training evaluation (Part 4)

idea of learning organizations and putting a tangible description on


what is a learning organization
knowledge and intellectual capital multiple choice questions

vancity page 36 a learning organization


everybody is considered a learner
o managers are accountable for ensuring that employees
receive the development they need
o online skills inventory, provides career planning services to
employees
people learn from each other
o employees and their managers work together on career
development, experiential learning through coaching and
internships
learning is part of a change process
o in order to facilitate the change to a new vision, of learning
and development, managers were provided with management
development opportunities
continuous formal and informal learning is encouraged
o formal
tuition for courses, subsidies for accreditations, studying
in Italy, master of management program
o informal
coaching and internship opportunities
learning is considered a valuable investment
o in 2009 decided to double its investment in learning and
development by 2011
o connection between learning and performance therefor
considered an investment
o

organizations need to do a better job of knowing that much of the


value in the information they have is in the employees that work there

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

Learning is considered a valuable investment


o A learning organization promotes people to share the
information
o They have to keep inventing themselves and do something
better
o To change you need to acquire new knowledge

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

Analyzed in a way that makes it meaningful, and therefore


valuable to the organization
Types of Knowledge
Knowledge can be grouped in two ways:
o Explicit knowledge: 20% of organizational knowledgerecorded, can be bought or traded
instruction manuals, copy rights, patents,
o Tacit knowledge: 80% of corporate knowledge- not written
down, tricks of the trade, wisdom learned from experience
They just down things it is not written down anywhere
and over the years they know that this is what they are
supposed to do
General motors a man retired, every fall he would
spend about an hr sending emails that chemicals need
to be transported with a heated truck
So he retired and nobody said write down some of the
things that you need to do through the year and 1st year
he was gone the parts distribution center kept getting
calls from angry customers
It cost the company 2.5 million dollars in lost product
So we need to come up with systems and processes so
that we know what people do in their jobs

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

Multilevel Systems Model- pg.52


Organizational level learning
o An environment for learning and the acquisition and exchange
of knowledge and information
Group level learning
o The opportunity for groups to interact, communicate, and
share information
Individual level learning
o Individuals must have formal and informal opportunities for
learning. Learning and the transfer of knowledge and
information must be rewarded

When we start to train employees we need to think about the


outcome and the learning style and how they learn best
We need to be aware of the learning styles
o It can be counter productive
o You want there to be some level of interest

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:

Training programs can focus on one or more of these learning


outcomes- often require different training methods depending on outcome
Case Incident Management at IKEA page 92
What learning outcomes are the focus of the IKEA manager training
program?
What are Management Competencies?
Competency profile for supervisors :: Treasury Board of Canada
ACT Theory: Stages of Learning
Andersons Adaptive Character of Thought Theory
Stage 1: Declarative knowledge
o Learning: knowledge, facts, and information
o Performance: Resource dependent
Stage 2: Knowledge compilation

o Learning: Integrating tasks into sequences to simplify and


streamline the task
o Performance: Fragmented and piecemeal
Stage 3: Procedural knowledge
o Learning: Task mastery
o Performance: Automatic & habitual, resource-insensitive

ACT Theory: Stages of Learning


Implications for Training & Development
o Recognizes that learning is a stage-like process that involves
three important stages
o Indicates that different types of learning takes place at
different stages
o The effects of both cognitive ability and motivational
interventions on learning and performance depend on the
stage of learning
Learning Styles:
All individuals differ in terms of how they prefer to learn
Learning styles: way an individual gathers information, processes
and evaluates it during learning process
Training Today- page 71
According to Kolb, there are four learning modes:
o Concrete experience (CE)
o Abstract conceptualization (AC)o Reflective observation (RO)
o Active experimentation (AE)

Often an individuals learning style is a combination of 2 modes


In any given training program you will have participants with
different learning style preferences
Although individuals have a preferred style- ideally they learn best
when all 4 styles are used

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:

Adult Learning Theory


Adult Learning Theory
Andragogy: An adult-oriented approach to learning that takes into
account the differences between adult and child learners
Pedagogy: The traditional approach to learning used to educate
children and youth
Most adults learn differently than children
Table 3.4 Page 77- Teaching Children Versus Adults
Page 78- Implications of Adult Learning Theory for Training
Motivation

Relates to effort and persistence that one directs toward a goal

Key factor for learning

There are two forms of motivation:


o Extrinsic Motivation:
o Intrinsic Motivation:
Theories of Motivation: Maslows, ERG, Expectancy, Goal Setting all
have implications for training
Training Motivation

Relates to effort and persistence that one directs toward learning


Influenced by factors such as:
Personality: traits that lead to high motivation

Job & Career variables: high level of motivation from


See Figure 3.2 pg. 86

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