HRM gaining a competitive advantage noe ch007

Learning Objectives Discuss how training can contribute to companies’ business strategy..  Choose an appropriate evaluation design based on training objectives and analysis of constrai

Human Resource Management:

Gaining a Competitive Advantage

Chapter 7

Training

Learning Objectives

 Discuss how training can contribute to

companies’ business strategy

 Explain the manager’s role in identifying training

needs and supporting training on the job

 Conduct a needs assessment

 Evaluate employees’ readiness for training

 Discuss the strengths and weaknesses of

presentation, hands-on, and group training

methods

Learning Objectives

 Explain potential e-learning training advantages.

 Design a training session to maximize learning

 Choose an appropriate evaluation design based

on training objectives and analysis of constraints

 Design a cross-cultural preparation program

 Develop a program for effectively managing

diversity

Training can

 Increase employees’ knowledge of

foreign competitors and cultures.

 Help ensure that employees have skills

to work with new technology.

 Help employees understand how to work

effectively in teams to contribute to

product and service quality.

Training can

 Ensure that the company’s culture emphasizes

innovation, creativity, and learning

 Ensure employment security by providing new

ways for employees to contribute when their :

 jobs change or interests change

 skills become obsolete

 Prepare employees to accept and work more

effectively with each other, particularly with

minorities and women

 Training is a planned effort by a company to

facilitate the learning of employees

 High-leverage training is:

 linked to strategic business goals and objectives,

 supported by top management,

 relies on an instructional design model, and

 benchmarked to programs in other organizations.

 Continuous learningrequires employees to

understand the entire work process, expects them to acquire and apply new skills, and share what they

have learned

Strategic Training & Development Process

Designing Effective Training Activities

1 Needs Assessment

• Organizational Analysis

• Person Analysis

• Task Analysis

2 Ensuring Employees’ readiness for Training

• Attitudes and Motivation

• Basic Skills

3 Creating a Learning Environment

• Identification of learning objectives and training outcomes

• Meaningful material

• Practice

• Feedback

• Observation of others

• Administering and coordinating program

The Training Process

Designing Effective Training Activities

4 Ensuring Transfer of Training

• Self-management strategies

• Peer and manager support

5 Selecting Training Methods

• Presentational Methods

• Hands-on Methods

• Group Methods

6 Evaluating Training Programs

• Identification of training outcomes and evaluation design.

• Cost-benefit analysis

The Training Process

Needs Assessment Process

Organization Analysis

Person Analysis

Task Analysis

3 Factors Used to Choose Training

5 Factors that Influence Employee Performance and Learning

1 Person characteristics

 Ability and skill

 Attitudes and motivation

2 Input

 Understand what, how, when to perform

 Necessary resources (equipment, etc.)

 Interference from other job demands

 Opportunity to perform

3 Output

 Expectations for learning performance

4 Consequences

 Positive consequences/incentives to perform

 Few negative consequences to perform

5 Feedback

 Frequent and specific feedback about how the job is performed

Ensuring Employee Readiness for Training

 Motivation to learn is the desire of the trainee

to learn the content of the training program

 Self-efficacy is the employees' belief that they

can successfully learn the content of the

training program

Ensuring Employee Readiness for Training

To increase employees' self-efficacy level:

1 Let employees know that the purpose of training isto

improve performance rather than to identify areas in which employees are incompetent.

2 Provideas much information as possible about the

training program and purpose prior to actual training.

3 Show employees their peers’training success.

4 Provideemployees feedbackthat

 learning is under their control

 they have the ability and responsibility to overcome

learning difficulties experienced in the program.

S K I L L S

Reading Ability –

level of difficulty

of written materials

Creating a Learning Environment

 7 Conditions for Learning

1 Need to know why they should learn

2 Meaningful training content

3 Opportunities to practice

4 Feedback

5 Observe experience and interact with others

6 Good program coordination and administration

7 Commit training content to memory

Transfer of Training

Transfer

of Training

Climate for transfer

Selecting Training Methods

 Presentation Methods

 Instructor-led classroom instruction

 Distance learning, teleconferencing &

Outcomes Used in Evaluating Training Programs

Determining Return on Investment

 Cost-benefit analysis is the process of

determining a training program’s economic

benefits using accounting methods.

• Determining costs

• Determining benefits

• Making the analysis

Cross-Cultural Preparation

 An expatriate is an employee sent bya company to

manage operations in a different country

 To be successful overseas,expatriates need to be:

1 Competent in their area of expertise.

2 Able to communicate verbally and nonverbally in the

host country.

3 Flexible, tolerant of ambiguity, and sensitive to cultural

differences.

4 Motivated to succeed, able to enjoy the challenge of

working in other countries, and willing to learn about the host country’s culture, language, and customs.

5 Supported by their families.

3 Phases of Cross-Cultural Preparation

Phase Three:

Repatriation

Managing Workforce Diversity

 Managing Diversity is the process of creating an environment

that allows all employees to contribute to organizational goals

and experience personal growth.

 2 Types of Diversity Training:

1 Attitude awareness and change programs

2 Behavior based programs

 2 Goals of Diversity Training:

1 Eliminate values, stereotypes, and managerial practices

that inhibit employees’ personal development

2 Allow employees to contribute to organizational goals

regardless of their race, sexual orientation, gender, family status, religious orientation, or cultural background.

Organizational socialization is the process

used to transform new employees into

effective company members.

 Technological innovations, new product markets,

and a diverse workforce have increased the need

for companies to reexamine how their training

practices contribute to learning

 The key to successful training is choosing the

training method that best contributes to

effectiveness

 Managing diversity and cross-cultural preparation

are two training issues relevant to capitalize on a

diverse workforce and global markets