human resources management _ section 4-training and development

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– Discuss the four phases of the training process

– Identify three types of training need analyze (TNA)

– Describe internal, external, and e-learning as training delivery approaches

– Discuss several career issues that organizations and

employees face

development process

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Nature of Training

– A process whereby people acquire capabilities to

aid in the achievement of organizational goals

• Includes both hard and soft skills

– Poorly trained employees may perform poorly and make costly mistakes

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Training and Organizational Strategy

 Benefits of Strategic Training

– HR and trainers partner with operating managers to solve

problems, and to make contributions to organizational results

– Managers are less likely to think that training alone can solve

performance problems

– Training as a Revenue Source: Marketing training with or alongside products can contribute significantly to a firm’s revenues

 Organization Competitiveness and Training

– Training makes organizations more competitive

– Training helps retain valuable employees

– Training helps accomplish organizational strategies

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FIGURE 9-2 Linking Organizational Strategies and Training

Training and Organizational Strategy

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Types of

Training

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Typical Division of HR Responsibilities: Training

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Developing Strategic Training Plans

questions:

– Is there really a need for the training?

– Who needs to be trained?

– Who will do the training?

– What form will the training take?

– How will knowledge be transferred to the job?

– How will the training be evaluated?

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Training Process

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Sources of Training Needs Assessment

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Establishing Training Objectives

– The distance between where an organization is with its employee capabilities and where it needs to be

– Knowledge: Impart cognitive information and

details to trainees

– Skill: Develop behavior changes in how job and

tasks are performed

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Elements of Training Design

Figure 9–6

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Learning: The Focus of Training

• Learners must believe that

they can successfully learn the training content

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Learning Styles

Adult Learning Principles

Have need to know why they are learning something

Have need to be self-directed

Bring more work-related experiences into the process

Employ a problem-solving approach in the experience

Are motivated by both extrinsic and intrinsic factors

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– Law of effect states that people tend to repeat

behaviors that are rewarded and avoid behaviors

that are punished

– Reinforcement and feedback are most effective

when given as soon as possible after training

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Course Types and Training Expenditures

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Training Delivery: Considerations

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Internal Training

– Training that occurs through interactions and

feedback among employees

instruction training (JIT)

– Problems with OJT

• Poorly-qualified or indifferent trainers

• Disruption of regular work

• Bad or incorrect habits passed on

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Stages of On-the-Job Training

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Internal Training

– Is training people to do more than one job

– Increases flexibility and development

– Is not favored by employees

– Threatens unions with loss of job jurisdiction and

broadening of jobs

– Requires different scheduling during training

– Causes loss of productivity as people learn

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External Training

– Less expensive to outsource training

– Insufficient time to develop training

– Lack of expertise

– Advantages of interacting with outsiders

– Cost and greater emphasis on internal linking of

training to organizational strategies, and other issues

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Combination Training Approaches

Forms of Cooperative Training

School-to-Work

Transition

Apprentice

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Combination Training Approaches (cont’d)

Instructor-Led Training

Classroom

Training

Conference Training

Corporate

“Universities”

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External Training: E-Learning

– The using the Internet or an organizational intranet

to conduct training online

– Sufficient top management support and funding

– Accepting the idea of decentralized and

individualized training

– Current training methods not meeting needs

– Computer literacy and access to computers

– Time and travel cost concerns for trainees

– The number and self-motivation of trainees

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Training Methods

Distance

Training/Learning

Cooperative Training

Instructor-Led Classroom and Conference Training

Training Methods

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Levels of Training Evaluation

Figure 9–11

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Training Evaluation Methods

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Balancing Costs and Benefits of Training

Figure 9–12

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Orientation: On-Boarding for New Employees

Establishes favorable employee impression of the organization

Provides organization and job information

Bring more work-related experiences

into the process

Accelerates socialization and

Achievements

of Effective Orientation

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Effective New Employee Orientation

Prepare New Employee Consider “buddy” mentors Use an orientation checklist Cover needed information Present information effectively Avoid information overload Evaluation and follow-up

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Human Resource Development

– Efforts to improve employees’ ability to handle a

variety of a variety of assignments

– Assessment Centers

• A collection of instruments and exercises designed to

diagnose individuals’ development needs

• Intent is to identify management potential in

participants

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Development vs Training

Figure 10–6

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The HR

Development

Process in an

Organization

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The HR Development Process

Re-Development

Make or Buy?

Developing Specific Capabilities

Lifelong Learning

HR Development

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Other Development Issues

– Performance Appraisals

• Serve as a source of development information

• Results can be difficult to interpret

– The process of identifying a

longer-term plan for the orderly

replacement of key employees

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Choosing a Development Approach

Job-Site Methods

Committee Assignment/

Meetings

Job Rotation

“Assistant to”

Positions

On-line Development

Corporate

Universities Career

Development

Learning Organization

Individual Coaching

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Choosing a Development Approach (cont’d)

(Business Games)

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Advantages and Disadvantages of Major

Development Approaches

Figure 10–10a

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Advantages and Disadvantages of Major

Development Approaches

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Managerial Lessons and Job Experience

Figure 10–11

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Management Development

Managerial Modeling

Management Coaching

Mentoring

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Stages in Mentoring Relationships

Figure 10–12

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Career Development

– The series of work-related positions a person

occupies through life

– Focuses on jobs and on identifying career paths

that provide for the logical progression of people

between jobs in the organization

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Organizational and Individual Career Planning Perspectives

Figure 10–1

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Example: An HR training and developent prgram

Stage Training stage Development stage

Business

effectiveness General

introduction , SSHE

Adding values

in working (finance )

Individual

effectiveness Problem

solving &

decision making

working Effective working

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Example: Opportunity of career development

• Higher professional knowledge

• Participate in management

of a department

• Involve in project development

• Team leadership ability

• Develop cooperation skills

• In charge of projects development

• Develop expatriation skills

• Develop strategic thinking

Supervisor

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How People Choose Careers

Social

Background

Interests

Self-Image Career

Choice

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The “Portable” Career Path

Figure 10–4

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Dual-Career Paths for Engineers

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