May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.8–6 Organizational Strategy and Training • Benefits of Strategic Training to so
Trang 1PowerPoint Presentation by Charlie Cook
The University of West Alabama
SECTION 3 Training and Development
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scanned, copied or duplicated, or posted to a publicly
accessible Web site, in whole or in part.
CHAPTER 8
Training Human Resources
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8–2
Chapter Objectives
is important.
training needs.
training delivery.
current training efforts.
evaluation.
After you have read this chapter, you should be able to:
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8–3
Nature of Training
• Training
in the achievement of organizational goals.
Includes both hard and soft skills
make costly mistakes.
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8–4
FIGURE 8–1 Types of Training
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8–5
Legal Issues and Training
Training Design and Delivery
Criteria and practices used to select individuals
Accommodation of individuals with disabilities
Requiring signing
of training contracts
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8–6
Organizational Strategy and Training
• Benefits of Strategic Training
to solve problems, and to make contributions to organizational results.
can solve performance problems.
• Training’s Effects on Competitiveness
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8–7
FIGURE 8–2 Linking Strategies and Training
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8–8
Organizational Competitiveness and Training
• Knowledge Management
create value and be competitive.
right time so that it can be shared and put into action.
• Training as a Revenue Source
contribute significantly to a firm’s revenues.
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8–9
Focusing on identifying and addressing root causes of performance
problems
Documenting and comparing high performers with typical performers
Recognizing the interaction
of individual and organizational factors
Performance Consulting
Performance Consulting Approach
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8–10
Training for Global Strategies
• Global Assignment Training
success as businesses expand overseas.
Intercultural Competence Training Components
Cognitive Emotional Behavioral
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8–11
FIGURE 8–3 Intercultural Competence Training
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8–12
Developing Strategic Training Plans
• Effective training efforts consider the following questions:
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8–13
Orientation: Planning 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 integration of new employees
Ensures employee performance and productivity begins quickly
Achievements
of Effective Orientation
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Use an orientation checklist
Cover needed information
Present orientation information effectively
Avoid information overload
Evaluate and follow up
Making Employee Orientation More Effective
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8–15
Evaluating Orientation and Metrics
Orientation Metrics
Tenure turnover rate
New hires failure factor
Employee upgrade rate
Development program participation
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8–16
Analysis of Training Needs
Assessing Training Needs
Organizational Analysis
Job/Task Analysis
Individual Analysis
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8–17
FIGURE 8–4 Systematic Training Process
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8–18
FIGURE 8–5 Sources of Information for Training Needs Assessment
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8–19
Establishing Training Objectives and Priorities
• Gap Analysis
its employee capabilities and where it needs to be.
Types of Training Objectives
Attitude Knowledge Skill
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8–20
FIGURE 8–6 Training Design Elements
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8–21
Training Design
Learning Styles
Auditory learners
Tactile learners Learners Visual
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8–22
Training Design (cont’d)
Learner Readiness
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8–23
Principles of Adult Learning
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 to learning
Are motivated by both extrinsic
and intrinsic factors
Adult Learning
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8–24
Instructional Strategies
Learner Participation
Active Practice
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Overlearning
Error-Based Examples
Reinforcement and Immediate Confirmation
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8–26
From Training to the Job
• Transfer of Training
they learned and maintain use of the learned material over time.
• Increasing the Transfer of training
process.
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• Individual versus team
• Self-paced versus guided
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8–28
FIGURE 8–7 Training Delivery Options
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8–29
Internal Training
• Informal Training
feedback among employees.
• On-the-Job Training (OJT)
instruction training (JIT)
Poorly-qualified or indifferent trainers
Disruption of regular work
Bad or incorrect habits passed on
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8–30
FIGURE 8–8 Stages for On-the-Job Training
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8–31
Internal Training
• Cross-Training
• Challenges of Cross-Training
broadening of jobs
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8–32
External Training
• Reasons for External Training
• Outsourcing of Training
training to organizational strategies, and other issues.
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8–33
Combination Training Approaches
Forms of Cooperative Training
School-to-Work Transition
Apprentice Training Internship
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8–34
FIGURE 8–9 Most Common Apprenticeship Occupations
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8–35
E-Learning: On-Line Training
• E-Learning
conduct training on-line.
E-Learning Methods
Distance Training/
Learning
Simulations and Training
Blended Learning
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8–36
Developing E-Learning
Criteria for adopting e-learning:
• Top management support and available funding
• Accepting that training is being decentralized and individualized.
• Current training methods are not meeting training needs.
• Trainees are computer literate and have access to the Internet.
• Travel time and costs for geographically-dispersed trainees
• Trainees are self-motivated and can direct their own learning.
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8–37
FIGURE 8–10 Advantages and Disadvantages of E-Learning
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8–38
FIGURE 8–11 Levels of Training Evaluation
Ease of Measurement
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8–39
Training Evaluation Metrics
• Cost-Benefit Analysis
organizational training efforts
Measurement of both the costs and the benefits may be difficult.
• Return on Investment (ROI) Analysis
• Benchmarking
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8–40
Calculating Training Costs and Benefits
4 Conduct costs and savings benefits comparison
3 Compute potential
savings
2 Identify potential savings results
1 Determine overall training costs Cost-Benefit
Analysis
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8–41
FIGURE 8–12 Possible Costs and Benefits in Training
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8–42
Internal Evaluation of Training
Training Evaluation Designs
Post-Measure Pre/Post-Measure
Measure with Control Group