Human Resource Management 10th Edition Chapter 7 TRAINING AND DEVELOPMENT

2008 by Prentice Hall

7-1

HRM in Action: Job Security versus Career Security

Job security - Implies security in one job, often with one company Career security - Requires developing marketable skills and expertise that help ensure employment within a range of careers Employability doctrine - Employees owe the company their commitment while employed and the company owes its workers the opportunity to learn new skills, but that is as far as the commitment goes
2008 by Prentice Hall 7-2

Jobs Identified for Extinction

Stockbrokers, auto dealers, mail carriers, insurance and real estate agents, telephone repair people (wireless technology will take over), computer data entry personnel (voice recognition technology and scanning devices will eliminate the manual effort), and library researchers
2008 by Prentice Hall 7-3

Training and Development (T&D)

Training and development (T&D) - Heart of a continuous effort designed to improve employee competency and organizational performance Training - Provides learners with the knowledge and skills needed for their present jobs

2008 by Prentice Hall

7-4

Training and Development (T&D) (Cont.)

Development - Learning that goes
beyond todays job and has a more longterm focus

Prepares employees to keep pace with organization as it changes and grows

2008 by Prentice Hall 7-5

T&D Costs
Over $50 billion every year on formal T&D programs Average annual expenditure per employee for training rose to $955, but averaged $1,368 per employee in large organizations Purpose of T&D - Improved performance

2008 by Prentice Hall

7-6

Learning Organization
Firms that recognize critical importance of continuous performance-related training and development and take appropriate action Workers rewarded for learning and provided enriched jobs, promotions, and compensation Organizations with reputation of being learning leader attract more and better qualified employees
2008 by Prentice Hall 7-7

Factors Influencing T&D

Top management support Commitment from specialists and generalists Technological advances Organizational complexity Learning principles Other human resource functions
2008 by Prentice Hall 7-8

Learning Generalizations
Learners progress in area of learning only as far as need to achieve purposes Best time to learn is when learning can be useful Try to space out training sessions

2008 by Prentice Hall

7-9

Just-in-time Training
Training provided anytime, anywhere in the world when it is needed

2008 by Prentice Hall

7-10

Training and Development (T&D) Process

External Environment Internal Environment

Determine Specific T&D Needs Establish Specific T&D Objectives

Select T&D Method (s) and Delivery System (s)

Implement T&D Programs

Evaluate T&D Programs

2008 by Prentice Hall 7-11

Determining Specific Training and Development Needs

A systematic approach to addressing bona fide needs must be undertaken Organizational analysis Task analysis Person analysis

2008 by Prentice Hall

7-12

Establishing Specific Training and Development Objectives

Desired end results Clear and concise objectives must be formulated

2008 by Prentice Hall

7-13

Blended Training
Firms utilize a number of methods for imparting knowledge and skills to workforce Usually more than one method, called blended training, is used to deliver the training

2008 by Prentice Hall

7-14

T&D Methods
Instructor-Led Case Study Behavior Modeling Role Playing Business Games In-Basket Training On-the-Job Training Job Rotation Internships Apprenticeship Training

2008 by Prentice Hall

7-15

Instructor-Led
Continue to be effective for many types of employee training Convey great deal of information in relatively short time
2008 by Prentice Hall 7-16

Trends & Innovations: Virtual Instructor-Led

Enables students to do practically anything they could do in traditional classroom Blackboard Learning System Software application for delivering education online

2008 by Prentice Hall

7-17

Case Study
T&D method in which trainees study the information provided in the case and make decisions based on it Used in classroom with instructor who serves as facilitator
2008 by Prentice Hall 7-18

Behavior Modeling
T&D method which permits a person to learn by copying or replicating behaviors of others to show managers how to handle various situations Examples - Conducting performance appraisal reviews, correcting unacceptable performance, delegating work, improving safety habits, handling discrimination complaints, overcoming resistance to change, orienting new employees, and mediating individuals or groups in conflict
2008 by Prentice Hall 7-19

Role Playing
T&D method where participants are required to respond to specific problems they may encounter in their jobs by acting out real-world situations Used to teach such skills as: interviewing grievance handling performance appraisal reviews conference leadership team problem solving communication
2008 by Prentice Hall 7-20

Business Games
Permits participants to assume roles such as president, controller, or marketing vice president of two or more similar hypothetical organizations and compete against each other by manipulating selected factors in a particular business situation
2008 by Prentice Hall 7-21

In-Basket Training
Exercise in which participant is asked to establish priorities for and then handle a number of business papers or e-mail messages such as memoranda, reports, and telephone messages that would typically cross a managers desk
2008 by Prentice Hall 7-22

On-the-Job Training
Informal T&D method that permits an employee to learn job tasks by actually performing them Most commonly used T&D method No problem transferring what has been learned to the task

2008 by Prentice Hall

7-23

Job Rotation
Employees move from one job to another to broaden experience Helps new employees understand variety of jobs
2008 by Prentice Hall 7-24

Internships
Training approach where university students divide time between attending classes and working for organization Excellent means of viewing potential permanent employee at work Students are enabled to integrate theory with practice
2008 by Prentice Hall 7-25

Apprenticeship Training
Combines classroom instruction with on-the-job training Traditionally used in craft jobs Apprentice earns less than master craftsperson who is instructor
2008 by Prentice Hall 7-26

Training & Development Delivery Systems

Corporate Universities Colleges and Universities Community Colleges Online Higher Education Videoconferencing Vestibule Training Computer-Based Systems Video Media E-Learning Simulators
2008 by Prentice Hall 7-27

Corporate Universities
T&D delivery system provided under the umbrella of the organization Focus on creating organizational change Proactive and strategic Growth attributed to universities flexibility Estimated 2,000 in U.S.
2008 by Prentice Hall 7-28

Colleges and Universities

Primary delivery system for training professional, technical, and management employees Corporate training programs often partner with colleges and universities

2008 by Prentice Hall

7-29

Community Colleges
Publicly funded higher education establishments Deliver vocational training and associate degree programs Rapid technological changes and corporate restructuring have created new demand for community college resources

2008 by Prentice Hall

7-30

Online Higher Education

Educational opportunities including degree and training programs delivered either entirely or partially, via the Internet Allows employees to attend class at lunchtime, during day or in evening Reduces commute to school
2008 by Prentice Hall 7-31

Videoconferencing
Many firms in the United States use videoconferencing and satellite classrooms for delivering T&D Interactive and offers flexibility and spontaneity of traditional classroom Global firms, in particular, can benefit Increase access to training, ensure consistency of instruction, and reduce cost of delivering T&D programs
2008 by Prentice Hall 7-32

Vestibule System
T&D delivery system that takes place away from the production area on equipment that closely resembles equipment actually used on the job Removes employee from pressure of having to produce while learning Emphasis on learning skills required by job
2008 by Prentice Hall 7-33

Video Media
DVDs, videotapes, and film clips continues to be popular training delivery systems Especially appealing to small businesses
2008 by Prentice Hall 7-34

E-Learning

Delivery system for online instruction

Available anytime, anywhere in the world, and in different languages
2008 by Prentice Hall 7-35

Virtual Reality
Unique extension of e-learning Permits trainees to view objects from a perspective otherwise impractical or impossible

2008 by Prentice Hall

7-36

Simulators
Devices or programs that are located away from the job site and replicate actual job demands Example: training of airline pilots in a simulator

2008 by Prentice Hall

7-37

Management Development
All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment First-line supervisors, middle managers, and executives may all participate in management development programs
2008 by Prentice Hall 7-38

Mentoring
Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development Mentor may be located elsewhere in organization or in another firm Relationship may be formal or informal

2008 by Prentice Hall

7-39

Mentoring/Coaching for Women and Minorities

Some believe that having a mentor is essential to make it to the top Mentors tend to seek out their mirror images Since women and minorities are not equally represented at the firms top levels, they are often left without a mentor
2008 by Prentice Hall 7-40

Specific Roles of Mentors

Coaching Sponsor advancement Provide challenging assignments Protect employees from adverse forces Encourage positive visibility Offer personal support Friendship Acceptance Counseling Role modeling
2008 by Prentice Hall 7-41

Coaching
Often considered responsibility of immediate boss Provides assistance much as a mentor

2008 by Prentice Hall

7-42

Reverse Mentoring
Process where the older employees learn from the younger ones.

2008 by Prentice Hall

7-43

Orientation
Initial T&D effort designed for employees Strives to inform them about company, job and workgroup

2008 by Prentice Hall

7-44

Purposes of Orientation
Employment situation Company policies and rules Compensation and benefits Corporate culture Team membership Employee development Dealing with change Socialization
2008 by Prentice Hall 7-45

Responsibility for and Scheduling of Orientation

Often joint responsibility of training staff and line supervisor Peers often excellent information agents

2008 by Prentice Hall

7-46

Onboarding (Executive Orientation)

Help new executives quickly learn organizations structure, culture and politics so they can start making contributions to organization as soon as possible

2008 by Prentice Hall

7-47

Special Training Areas

Diversity - Develop sensitivity to create more harmonious working environment English as a Second Language - Help employees in way that validates them and optimizes personal relationships Ethics - Develop corporate culture that rewards ethical behavior Telecommuter - Permit manager and employee to define job responsibilities and set goals and expectations
2008 by Prentice Hall 7-48

Special Training Areas (Cont.)

Customer Service - Teaches employees the skills needed to meet and exceed customer expectations Conflict Resolution - Communication skills needed to resolve gridlock Teamwork - How to work in groups Empowerment - How to make decisions and accept responsibility
2008 by Prentice Hall 7-49

Special Training Areas (Cont.)

Remedial - Basic literacy/mathematics skills Anger Management - Help participants take control of angry outbursts

2008 by Prentice Hall

7-50

Implementing Human Resource Development Programs

Often difficult Many managers are action-oriented Feel they are too busy to engage in T&D efforts Qualified trainers must be available Requires high degree of creativity

2008 by Prentice Hall

7-51

Metrics for Evaluating Training and Development

Participants Opinions Extent of Learning Behavioral Change Accomplishment of T&D Objectives Benchmarking

2008 by Prentice Hall

7-52

Participants Opinions
Measure level of customer satisfaction Overall experience may bias some reports Good way to obtain feedback and to get it quickly and inexpensively

2008 by Prentice Hall

7-53

Extent of Learning
Determine what participants have learned Pre-test-post-test control group design Differences are attributed to training provided Problem: Controlling for variables other than training

2008 by Prentice Hall

7-54

Behavioral Change
Tests may accurately indicate what trainees learn May give little insight into whether participants to changed their behavior Best demonstration of value: When learning translates into lasting behavioral change

2008 by Prentice Hall

7-55

Accomplishment of T&D Objectives

Has it achieved stated objectives and actually impacted performance Might establish a return on investment (ROI) metric

2008 by Prentice Hall

7-56

Benchmarking
Process of monitoring and measuring a firms internal processes, such as operations, and then comparing data with information from companies that excel in those areas Focus on metrics such as: training costs, the ratio of training staff to employees, and whether new or more traditional delivery systems are used
2008 by Prentice Hall 7-57

Workforce Investment Act

Replaces Job Training Partnership Act and consolidates more than 70 federal jobtraining programs Meet needs of business for skilled workers and satisfy training, education, and employment needs of individuals

2008 by Prentice Hall

7-58

Organization Development (OD)

Planned process of improving an organization by developing its structures, systems, and processes to improve effectiveness and achieve desired goals Applies to entire system such as a company or plant Major means of achieving change in corporate culture
2008 by Prentice Hall 7-59

OD Interventions
Survey feedback Quality circles Team building Sensitivity training

2008 by Prentice Hall

7-60

Survey Feedback
Process of collecting data from organizational unit through use of questionnaires, interviews and other objective data Can create working environments that lead to better working relationships, greater productivity and increased profitability
2008 by Prentice Hall 7-61

Survey Feedback Steps

Members of organization involved in planning survey All members of organizational unit participate in survey OD consultant usually analyzes data and tabulates results Data feedback Feedback meetings
2008 by Prentice Hall 7-62

Quality Circles
Groups of employees who voluntarily meet regularly with supervisors to discuss problems Investigate causes Recommend solutions

2008 by Prentice Hall

7-63

Team Building
Conscious effort to develop effective workgroups Uses self-directed teams Small group of employees responsible for entire work process Members work together to improve their operation
2008 by Prentice Hall 7-64

Sensitivity Training
Participants learn about themselves and how others perceive them No agenda, leaders, authority, power positions People learn through dialogue Participants encouraged to learn about themselves and others in group Also called T-group training
2008 by Prentice Hall 7-65

A Global Perspective: Learning the Culture of China

The Chinese Language School of Connecticut Inc., a nonprofit organization, has branched out to help companies wishing to initiate trade with China or learn more about the countrys culture and traditions

2008 by Prentice Hall

7-66