Chapter 7: Training and Development Human Resource Devel opment The second function of Human Resource Management is Human resource development which consist of :
A) Training and Development B) Career planning and development C) Organization development D) Performance management E) Performance appraisal Training and Development Training and development (T&D) is the heart of a continuous process designed to improve employee competency and organizational performance.
Strategic Benefits of T&D Possible strategic benefits of T&D include: Improved morale Higher retention Lower turnover Improved hiring Better bottom line (increase in profits). Satisfied employees (produce satisfied customers).
Development Development involves Learning with a long-term focus, going beyond the workers current job. Prepares employees to keep pace with organization as it changes and grows. Lear ni ng Or gani z at i on Improved performance, the bottom line purpose of T&D, is a strategic goal for organization. Consequently, many firms have become or are striving to become learning organizations.
Three basic characteristics of a learning organization: 1) Provides supportive learning environment. 2) Provides specific learning programs and practices. 3) Leadership behavior in organization supports and reinforces learning.
When aligned with strategic corporate goals, training programs strengthen customer satisfaction, contribute to partnership development, enhance research and development activities, and reinforce the bottom line. Fac t or s I nf l uenc i ng T&D There are numerous factors that both impact and are impacted by T&D:
Top management support Technological advances World complexity Lifetime learning Learning styles Other human resource functions F a c t o r s I n f l u e n c i n g T &D
Top Management Support For T&D programs to be successful, top management support is required; without it, a T&D program will not succeed. Executives must provide the needed ressources to support the T&D effort.
Technological Advances Perhaps no factor has influenced T&D more than IT which is dramatically affecting how training is conducted.
World Complexity The world is simply getting more complex. Firms have to think of the entire workforce and how it will trained in this global environment (challenges of worldwide competition ). Fac t or s I nf l uenc i ng T&D
Lifetime Learning Largely due to the work environment workers confront today, learning can never stop, it is a continuous process. Employees who are not staying ahead of the curve are going to be left behind and their value to the firm will diminishes.
Fac t or s I nf l uenc i ng T&D Learning Styles - People only learn as much as they need to, unless the material has relevance, meaning, and emotion attached to it. - College students have a practical orientation to learning. - Best time to learn is when learning can be useful: Just-in-time training.
Fac t or s I nf l uenc i ng T&D Just-in-time training, also known as on-demand training, is provided anytime and anywhere through computer technology, the Internet, and intranets.
Delivering knowledge to employees as-needed, anywhere on the globe, and at a pace consistent with their learning styles, greatly enhances the value of T&D.
Fac t or s I nf l uenc i ng T&D Other Human Resource Functions Successful accomplishment of other human ressources functions can also have a crucial impact on T&D. For instance, if recruitment and selection efforts or its compensation package attract only marginally qualified workers, a firm will need extensive T&D programs. T r a i n i n g & De v e l o p me n t Pr o c e s s Major adjustments in the external environments necessitate corporate change. The general T&D process that anticipate or responds to change may be seen in the next slide. 1- Determining Specific Training and Development Needs The first step in the T&D process is to determine specific T&D needs. Undertaking a program because other firms are doing it is asking for trouble. A systematic approach to addressing the real needs must be undertaken: 1) Organizational analysis (what are the firms objectives). 2) Task analysis (The tasks required to achieve the firms objectives are analyzed, using job descriptions). 3) Person analysis (individual training needs are determined by asking, Who needs to be trained? and What knowledge, skills, and abilities (KSAs) do employees need? to achieve the required tasks efficiently. 2 - Establishing Specific Training and Development Objectives T&D must have clear and concise objectives to achieve organizational goals and measure the effectiveness of training.
3- Select T&D Methods Usually firms combine more than one method, called blended training, to communicate knowledge and skills to workforce. These methods change continuously as strategic goals change.
7-22 E-Learning T&D method for online instruction. Takes advantage of technology for greater flexibility of instruction. Often most convenient delivery method for adult learners. Behav i or Model i ng Behavior modeling is a T&D method where a manager learns by replicating the behaviors of others. Behavior modeling is used to train managers to conduct performance reviews, correct unacceptable performance, delegate work, improve safety habits, handle discrimination complaints, overcome resistance to change, orient new employees, and mediate conflict.
Behavi or Model i ng and Twi tteri ng Social networking is used to model the best practices of a person who excels at a task by posting (in a drop box) frequent updates about what hes doing. A person who excels at a task sends out frequent updates about what he or she is doing. The company could formalize this process by selecting exemplary performers to post regularly, and pick those who should follow their posts. Rol e Pl ay i ng Role-playing is a T&D method that requires participants to respond to specific problems they encounter in jobs by acting out real-world situations. Role playing teaches skills such as: Interviewing Complaint handling Performance appraisal reviews Conference leadership Team problem-solving Communication On - t he - J ob Tr ai ni ng On-the-job-training (OJT) is an informal T&D method where employees learn job tasks by performing them. The key to this training is to transfer knowledge from a highly skilled and experienced worker to a new employee, who is motivated to acquire information needed to perform the job. I nt er ns hi ps Internships as a T&D method allow participants to integrate classroom theory into actual business practices and, in some cases, to be evaluated as potential employees.
University students will be able to integrate theory with practice and divide time between attending classes and working for organization.
Internships is an excellent means of viewing potential permanent employee at work.
4 - T r a i n i n g & De v e l o p me n t De l i v e r y Sy s t e ms Training can be delivered to participants in: Corporate universities Colleges and universities Community colleges Online higher education Videoconferencing Vestibule training Computer-based systems Video media Simulators Cor por at e Uni v er s i t i es A corporate university is a T&D delivery system provided by the organization, which focuses on proactively creating organizational change.
The growth of corporate universities is attributed to their flexibility, which permits students (employees) to learn on their own time. Also firms are better able o control the quality of training and ensure all employees receive the same messages.
Colleges and Universities For decades, colleges and universities have been the primary delivery system for training professional, technical, and management employees. Corporates collaborate with colleges and other organizations, such as the American Management Association, to deliver both training and development at the college level. Community Colleges Community colleges are publicly funded institutions that deliver professional training and associate- degree programs, sometimes more cost effectively than a company can. Online Higher Education Online higher education includes formal educational opportunities that deliver degree and training programs, either entirely or partially, via the Internet.
The popularity of online courses results from flexible day or evening hours, elimination of a travel, increase in the range of learning opportunities for employees, and increased employee satisfaction.
Types of Online Higher Education 1)Hybrid programs allow students take some classes online and some in a traditional university setting. 2)Online synchronized study lets students study online but on a real-time schedule, so they interact with a live professor and get real-time support for the learning material. 3) Asynchronous learning, students have a series of assignments that need to be completed in a certain time frame, within a system that lets students communicate with the professor and classmates. Ves t i bul e Sy s t em The vestibule system is a T&D delivery system that allows learners to use equipment similar to whats used on the job, but located elsewhere on- or off-site. By removing the employee from the pressure of having to produce while learning, he / she can focus on acquiring the job skills.
7-43 Trends and Innovation: Telepresence High-Tech Videoconferencing Provides illusion of sitting across conference table from individuals with whom you are meeting Best videoconferencing systems made by such firms as Polycom, Cisco Systems, Tandberg, and LifeSize Communications Costs range from $60,000 to $350,000, in addition to monthly service fees Management Dev el opment Management development refers to all the learning experiences provided by an organization that upgrade the skills and knowledge required for current and future managers in every structural level.
Through management development, managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment. Ment or i ng Mentoring is an approach to advising, coaching, and promoting that creates a practical relationship to enhance both personal and professional development to advance an individuals career. Mentors equip protgs to learn for themselves by asking demanding questions, challenging decision making, and expanding problem-solving skills.
Organizations use mentoring to prepare a successor and transition knowledge and skills within the organization.
7-46 Mentoring for Women and Minorities While mentors tend to seek out mentees who mirror themselves, women and minorities are at a disadvantage with fewer role models available. Coaching A coach provides assistance and advice, much like a mentor would.
Coaching is often considered a responsibility of the immediate boss, whose primary focus is performance.
Coaching offers customized employee development that is immediately available and applicable. 7-49 Orientation Orientation is the initial T&D effort that informs new employees about the company, job, and work group. Orientation programs help organizations get the relationship off to a good start and safeguard the considerable time, money, and effort that went into the selection process.
Pur pos es of Or i ent at i on While orientation formats are unique to each firm, several common purposes can be listed:
Employment situation (helps new employees understand how their jobs fit into the firms organizational structure and goals). Company policies and rules Compensation and benefits Corporate culture reflects How we do things around here. Team membership (emphasizes the importance of becoming a valued company team player). Dealing with change (helps employees deal with change by upgrading their knowledge and skills). Socialization integrates new staff into the informal organization. Some organizations assign a buddy to each new hire to work with them until they settle in. Implementing Human Resource Development Programs Implementing training programs presents unique challenges, such as: Employee resistance to change Many action-oriented managers are resistance to taking time from current job demands to engage in T&D efforts. T&D requires a high degree of creativity. Qualified trainers must be available. Difficulty in scheduling, and recording before and after training results to measure program effectiveness.
7-53 Participant Reaction Participant reaction helps evaluate a T&D program by asking the participants opinions of it and receiving quick and inexpensive feedback.
7-55 Changes in Learner Behavior The best indicator of the success of a T&D program is if learning translates into lasting behavioral change.
Business Results Derived from Training Another way to evaluate T&D programs involves determining how much business resulted from training. For example, if the objective of an accident- prevention program is to reduce the number of accidents by 15 percent, compare accident rates before and after training to provide a useful metric of success. 7-57 Return-on-Investment from Training Highest level of determining training effectiveness is return-on-investment (ROI) from training CEOs want to see value in terms that they can appreciate, such as business impact, business alignment, and return-on-investment 7-58 Benc hmar k i ng Benchmarking refers to monitoring and measuring a firms internal processes, such as operations, and comparing them to companies that excel in those areas. Common benchmarking questions focus on metrics, such as training costs, ratio of training staff to employees, and whether new or more traditional delivery systems are used International ISO 9001 Quality Assurance Training Standards One International ISO 9001 quality assurance standard states: Employees should receive the training and have the knowledge necessary to do their jobs. Must maintain written records of employee training to show that employees have been properly trained 7-60 Wor k f or c e I nv es t ment Ac t The Workforce Investment Act provides states with the flexibility to providein partnership with local governmentsemployment and training services to dislocated workers and low-income teenagers. Consolidates more than 70 federal job-training programs Meets needs of business for skilled workers and satisfies training, education, and employment needs of individuals One-stop service centers Or g a n i z a t i o n De v e l o p me n t ( OD) Most T&D benefits individuals and groups, but to move the entire organization in a different direction, organization development (OD) is needed.
Organization development involves planned and systematic attempts to change the organization, typically to a more behavioral environment.
OD education and training strategies help develop a more open, productive, and compatible workplace despite differences in personalities, culture, or technologies.
To bring about desired changes in behavior, the whole organization must be transformed into market-driven, innovative, and adaptive systems. Sur v ey Feedbac k Survey feedback collects and measures subordinates attitudes through anonymous questionnaires, interviews, and other objective data. The resulting feedback helps management teams to create working environments that lead to better working relationships, greater productivity, and increased profitability. Team Bui l di ng Team building is a conscious effort to develop effective work groups and cooperative skills throughout the organization.
It helps members diagnose group processes and devise solutions to problems, while boosting employee morale, retention, and company profitability.
7-67 Sens i t i v i t y Tr ai ni ng Sensitivity training, or T-group training, helps individuals learn how others perceive their behavior. It begins with no agenda, leaders, authority, or power positions until participants begin to talk, with facilitation by the trainer.