ch05 2023 Training and Career Development

Chapter 7 AND 9
Training and Development
Human Resource Management

Gaining A Competitive Advantage
THIRTEENTH EDITION
Raymond Noe, John Hollenbeck,
Barry Gerhart, Patrick Wright
© 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
Scenario 3:
Training and Developing Employees
Training for Development for

Current Job Future Job
Explicit Knowledge:
Continuous learning philosophy • Data
• Documents
• Records 5%
• Files
• Manuals
Tacit Knowledge:
• Personalized Experience
• Cognitive Thinking
• Individualized Ownership of 95%
Knowledge
• To do something without
thinking
• Automatic action or thinking
Spiral of Knowledge
From tacit to tacit - learn by observing, From explicit-to-explicit - combines separate
imitating and practicing pieces of explicit knowledge into a new whole
From tacit to
explicit - record of From explicit to tacit
discussions or - reframe or interpret
innovations in a in a personal way.
manual and then
use the content to
create a new
process or steps.
Toyota Technical Training Institute
Bidadi, Bangalore, India
https://www.youtube.com/watch?v=mYQqpkrGAAk
TOYOTA TECHNICAL TRAINING INSTITUTE (TTTI)
Bidadi, Bangalore, India
Knowledge Management Technical Training

Explicit Knowledge Explicit and Tacit Knowledge Organizational Culture
Class Room Training: Sharing: 8 Months Work Site and Work Discipline:
Work-Based Math, Training: Machining, Welding, Personality & Attitude
Data Science, Paint, Assembly, Car Wellness and Social
Basic English Production Processes Programs:
The Steps in
Instructional Process
ADDIE MODEL
• Analyze
• Design
• Develop
• Implement
• Evaluate
1. ANALYZE: Deciding What to Teach
What are the pressure points (reasons)?

• Legislation In which area do they need training?
• Lack of basic skills Organization Identifies
• Poor performance (Business) Job conditions in
• New technology Analysis (Tasks) which tasks
• New products Analysis are
• Higher performance performed
standards
• New Jobs
• Business growth Employee Who needs training?
• Globalization (Person)
Identify the knowledge,
Analysis
skills, abilities, and other
factors needed to
successfully perform tasks
METHODS IN NEEDS ASSESSMENT
2. DESIGN: Transfer of Learning Through Training
Lay out the training content and prepare the design
document.
Transfer of Learning Methods
Distributed practice – “Chunk it”
Whole task (One time)
Batch Training
Behavioral Characteristics Influencing Transfer of Learning
1. Do I want this?
Manager should guide
2. Can I do this on my own?
employees to change their
behaviors towards learning or 3. Do I have the skill to do this?
training. 4. Will this solve my problem at work?
5. Can I avoid it?
Strong Desire Obligation
Individual Cognition
Self-Belief
Enabler
Empowerment
3. DEVELOP: Choosing Appropriate Instructional Methods
Mobile Learning Blended Learning Instructor-Led Classroom Instruction Learning
Virtual Meeting Room Learning
Online
or
Computer-Based Learning
5. EVALUATE: Measure Whether Training Programs are Effective
Knowledge acquired Job tasks improvements

in training Written / oral tests
New Skills Observation of work
Change in Behavior Motivation & Attitude
Reaction to Training Surveys and Interviews

Change in Attitudes Group discussion
Improvements in Performance Scorecard
profit or employee’s Customer Satisfaction
performance Employee Satisfaction
Profit Before and After Comparison

Efficiency of costs and benefits
Steps and Responsibilities in the Development Planning Process
Employee Responsibility
Self Assessment: Realty Check: Setting Goal: Plan of Action:
1. Areas for Why, Why, 1. What 1. Job Tasks
Improvement Why, Why, 2. How 2. Responsibility
2. Opportunities Why 3. When 3. Accountability
Management Responsibility
Employee Two-Way Meeting Planning Actions:
Assessment: Feedback: Mutual Goals: • Job
Identify Where employee Clear enlargement
Strengths, fits in long-term understanding • Job rotation
Weaknesses, plans of the between the • Mentoring
Interest, Values company two • Coaching
Approaches to Employee Development
JOB ENLARGEMENT JOB ROTATION

adding additional activities within the same Movement of same job family
level to an existing role lateral level movement
Approaches to Employee Development – Other than training
Mentoring Coaching
Sample of Employee
Development Plan
Report From HR
Office
•Based on Employee
Assessment Result
Special Issues in Employee Development
The Glass Ceiling Lack of Succession Planning
Metaphor for the invisible barrier that – A strategy for passing on leadership
prevents people from rising. roles, “passing the baton.”
Questions

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Chapter 7 AND 9

Training and Development

Human Resource Management

Training for Development for

Knowledge Management Technical Training

What are the pressure points (reasons)?

Distributed practice – “Chunk it”

Whole task (One time)

Strong Desire Obligation

Virtual Meeting Room Learning

Knowledge acquired Job tasks improvements

Reaction to Training Surveys and Interviews

Profit Before and After Comparison

JOB ENLARGEMENT JOB ROTATION

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