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Human Resource Management

Dr. Karim Kobeissi


Islamic University of Lebanon - 2014

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.


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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.

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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.


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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.
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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.

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Participant Reaction
Participant reaction helps evaluate a
T&D program by asking the
participants opinions of it and
receiving quick and inexpensive
feedback.

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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.
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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
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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
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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.

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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.

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