WEEK 001 – Introduction to Employee Training and Development

Customer preferences, business trends, competition, efficiency, safety, welfare, employee retention and
growth, technological advancement, economic crisis, inflation, retirement of skilled employees – these
are some of the relevant issues affecting companies in all industries and sizes and influencing training
practices.

What is Training?

(Noe, 2017), “Training refers to a designed effort by a company to assist employees’ learning of job
related competencies. These competencies include knowledge, skills, or behaviors that are critical for
successful job performance.

The goal of training is to assist and prepare the employees in the performance of their tasks.

They need to be aware and eventually master the required knowledge, skill and behaviors in order to be
effective in their duty.

They also need to understand why they need to know and practive the required quality of work and
what does it take to be a good performing employee.

The training programs must be aligned with their day to day work activities.

Training can also provide them the right motivation to excel in their workplace since they may fully
understand their role in the company.

A company may gain the competitive advantage they aspire to have through training, especially if they
will give weight on the variety of skills needed.

They should give emphasis on the basic skill development.

However, it is also important to train them in other aspects, like advanced skills (the use of technology),
people skills (which include customer service), and creativity that may help in improving one’s work or
improving the procedures being done in the company.

The service or product development system must be fully valued and understood by all employees.

Their intellectual skills must be appreciated and encouraged in order to have innovative ideas that may
evenually promote improvement and growth.

Most companies have adopted high leverage training.

It is a kind of training program that is linked to strategic business goals and objectives.

Most companies have adopted high leverage training.

It is a kind of training program that is linked to strategic business goals and objectives.

Instructional design process is important in this kind of training.

Benchmarking is also used.

They need to compare their existing company’s training program against the training programs of other
companies.

This kind of training practices may help to create to encourage continuous learning.

(Noe, 2017). “Continuous learning requires employees to understand the entire work system, including
the relationships among their jobs, their work units, and the company”.

The employees being trained must be able to acquire new skills and knowledge, must immediately apply
them on their job, and must successfully cascade the new skills and knowledge to other employees.

In this way, all the employees will be able to improve in their performance of their tasks and will elevate
in the achievement of the company’s strategic goals and objectives.

In this way, all the employees will be able to improve in their performance of their tasks and will elevate
in the achievement of the company’s strategic goals and objectives.

One very important roal of a manager is to identify the training needs of his/her employees.

Another is monitoring and implementing of the new skills and knowledge in their work.

Managers may use informational maps like directories where the list of individueals record of
knowledge, skills or other specialized attributes are kept.

The high-leverage training must be connected to performance improvement.

Training is always expensive.

Therefore, managers must invest in training in order to address the needs of the company.

They need to make sure that the training program must deliver solutions to their difficulties and
challenges, as well as, the achievement of their strategic goals.

Evaluation of the training program may help assure its effectiveness.

Training must be evaluated on how they address company needs related to learning behavior change,
and performance improvement.

In fact, training is becoming more performance-focused.

Improved business results is not the objective for training programs.

Other solutions include actions such as changing the job or increasing employee motivation through pay
and incentives.

According to Noe, Raymond (2017), today there is a greater emphasis on:

Performance improvement as an ongoing process that is directly measurable rather tha a one-time
training event.

Demonstrating to executives, managers, and trainees the benefits of training.

Learning as a lifelong event in which senior management, trainer managers, and employees have
ownership.

Training being used to help attain strategic business objectives, which help companies gain a
competitive advantage.

This discussion is not meant to underestimate the importance of “traditional training” (a focus on
acquisition of knowledge, skills and abilities), but it should alert you that for many companies training is
evolving from a focus on skills to an emphasis on learning and creating and sharing knowledge.

DESIGNING EFFECTIVE TRAINING

In order to have an effective training design process, it should have a systematic approach. Raymond
Noe (2017) sugggests this steps:

Step 1 is to conduct a needs assessment, which is necessary to identify whether training is needed.

Step 2 is to ensure that employees have the motivation and basic skills necessary to master the training
content

Step 3 is to create a learning environment that has the features necessary for learning to occur.

Step 4 is to ensure that trainees apply the training content to their jobs. This step involves having the
trainee understand how to manage skill improvement as well as getting co-worker and manager support

Step 5 is to develop an evaluation plan. Developing an evaluation plan includes identifying what types of
outcomes training is expected to influence (for example, learning, behavior, skills) choosing an
evaluation design that allows you to determine the influence of training on these outcomes, and
planning how to demostrate how training affects the “bottom line” (that is using a cost-benefit analysis
to determine the monetary benefits resulting from training)

Step 6 is to choose the training method based on the learning objectives and learning environment. This
step may include a traditional training method of face to face interaction with a trainer or e-learning
using CD-ROM or Web-based training

Step 7 is to evaluate the program and make changes in it or revisit any of the earlier steps in the process
to improve the program so that learning, behavior; change, and the other learning objectives are
obtained.

THE FORCES INFLUENCING LEARNING AND WORKING: GLOBALIZATION

All business industries, whatever products, size or market share, must be prepared for globalization.

Technology is the greatest aid for globalization

The internet and the social media allows data and information to be instantaneously accessible and sent
around the globe.

The internet, e-mail and video conferencing enable the possibilities of business deals even if companies
are thousands of miles apart.
(Noe, R, 2017) “Companies without international operations may buy or use goods that have been
produced overseas, hire employees with diverse backgrounds, or compete with foreign-owned
companies operating within the United States. Many companies are entering international markets by
exporting their products overseas, building manufacturing facilities or service centers in other countries,
entering into alliances with foreign companies, and engaging in e-commerce.

Developing nations such as Taiwan, Indonesia, and China may account for over 60 percent of the world
economy by 2020. For example, Coca-Cola is trying to build a global juice business through deals in Latin
America, Russia and China. Power Curbers Inc., as small North Carolina manufacturer, sells construction-
related machinery to more than 70 countries, including Australia, China, Central America, and Western
Europe.

INCREASED VALUE PLACED ON INTANGBILE ASSETS AND HUMAN CAPITAL

Increasing number of companies are becoming more concerned with intangible assets and human
capital.

They believe that it is a tactic for them to gain competitive advantage.

A COMPANY MAY HAVE THREE TYPES OF ASSETS:

1. Financial Assets (cash and securities

2. Physical assets (property, plant and equipment
3. Intangible Assets

Intangible assets consists of human capital, customer capital, social capital and intellectual capital.

Human capital refers to the totality of the qualities, characteristics, capabilities, skills, proficiencies,
knowledge, ingenuity, dynamism, and passion that the company’s employees invest in their work.

Customer capital refers to the value of relationships with persons or other organizations outside the
company for accomplishing the goals of the company (e.g., relationships with suppliers, customers,
vendors, community and government agencies)

Social capital refers to relationships in the company (e.g. corporate culture, management practices,
management philosophy, employer-employee relationship.

Intellectual capital refers to the organized and classified knowledge that exists in a company.

Intangible assets are similarly as valuable financial and physical assets but they are not something that
can be touched and they nonmonetary.

Intangible assets can be unique in certain companies.

They are not easy to duplicate or copy

CHANGE AND CONTINOUS LEARNING

No one can avoid change.

All companies must be prepared in facing change.

Change may refer to the ability to embrace and implement a new idea or behavior by a company.

Technological advances, changes in the work force or government regulations, globalization, and new
competitors are among the many factors that require companies to change.

When there is change, it would mean a need for training.

(Noe, R., 2017), “A learning organization embraces a culture of lifelong learning, enabling all employees
to continually acquire and share knowledge. Improvements in product or service quality do not stop
when formal training is completed.

FOCUS ON LINK TO BUSINESS STRATEGY

Managers are now focus on the significant role of training and development for the success in achieving
strategic goals and objectives of the company.

That includes issues on profitability, cost-effectiveness, market shares, and quality.

(Noe, R., 2017),”Managers expect training and development professionals to design and develop
learning activities that will help the company successfully implement its strategy and reach business
goals.

CHANGING DEMOGRAPHIC AND DIVERSITY OF THE WORK FORCE

The changing structure of population and diversity of the workforce may result to several challenges of
difficulties of different companies.

Labor force comes from the population which is composed of people who already have a job and the
ones who are still searching for it.

(Noe, R., 2017), “The civilian labor force is projected to increase by 13 million between 2006 and 2016.
Reaching 164.2 million by 2016. The work force will be older and more culturally diverse than at any
time in the past 40 years.

Changing demographics may be due to immigration

Older people wanted to work even after retirement.

The move to hire people with disabilities will also contribute to this.

Because of diversity, there will be presence of different work values.

Noe, R., 2017),”Research suggest that to maximize employees’ motivation and commitment to company
goals, employees should be given the opportunity to develop their skills, meet their interest, and
balance work and non-work activities.

New set of skills are recommended for diverse workforce”

Communicating effectively with employees from a wide variety of backgrounds.

Coaching training, and developing employees of different ages, educational backgrounds, ethnicities,
physical abilities, and races.

Providing performance feedback that is free of values and stereotypes based on gender, ethnicity or
physical handicap.

TALENT MANAGEMENT

Noe, R., 2017), “Taleng management refers to attracting, retaining, developing and motivating highly
skilled employees and managers. Talent management is becoming increasingly more important because
of changes in demand for certain occupations and jobs, skill requirements, the anticipated retirement of
the baby boomer generation, and the need to develop managerial talent with leadership skills”

In order to encourage employees to be engaged and be committed to their work, you should provide
them with opportunities for career growth, learning and development, exposure to different aspects of
the company, and performance of stimulating and challenging tasks.

TRAINING PRACTICES

Noe, R., 2017), Training can play a key role in helping companies gain a competitive advantage and
successfully deal with competitive challenges.

TRAINING FACTS AND FIGURES

You may be asking yourselp questions such as. “How much time and money do companies spend on
training?” or “Is instructor-delivered training obsolete?

This will provide snapshot of trends in workplace learning found in the annual State of the Industry
Report prepared by the American Society for Training and Development. U.S. organization continue to
invest large amounts of money in learning initiatives.
Here is an overview of some key trends in these investments:

1. Direct expenditures, as a percentage of payroll and learning hours, have remained stable over
the last several years.
2. There is an increased demand for specialized learning that includes professional of industry-
specific content.
3. The use of technogoly-based learning delivery has increased from 11 percent in 2001 to 33
percent in 2007
4. Self-paced online learning is the most frequently used type of technology-based learning.
5. Technology-based learning has helped improve learning efficiency, as shown by increases in the
reuse ration since 2003. (The “reuse ratio” is defined as how much learning contect is used or
received for every hour of content)
6. Technology-based learning has resulted in a larger employee-learning staff member ratio.
7. The percentage of services distributed by external providers (e.g. consultants, workshops,
training programs) dropped from 29 percent in 2004 to 25 percent in 2007.

Of the $134 billion spent on training, 62 percent is for internal costs such as training staff salaries and
course development, 25 percent is for services provided by external providers such as consultants,
workshops, or training programs outside the company, and 1 percent is for tuition reimbursement.

ROLES, COMPE’TENCIES AND POSITIONS OF TRAINING PROFESSIONALS

Noe, R., 2017), “Trainers can typically hold many jobs, such as instructional designer, technical trainer,
or needs analyst. Each job has specifiec roles or functions. For example, one role of the needs analysts to
gain an understanding of training needs of a specific job of job family (a grouping of jobs)

Special knowledge, skills, or behaviors – also called competencies-are needed to successfully perform
each role. For example, the needs analyst must understand basic statistics and research methods to
know what type of data of collect and to summarize data to determine training needs.

The most comprehensive study of training professionals has been conducted by the American Society
for Training and Development.

The ASTD competency model describes what it takes for an individual to be successful in the training
and development field.

The top of the model shows the roles that training and development professionals can take.

The second tier of the model includes areas of expertise, which are the specific technical and
professional skills and knowledge required for success (e.g., designing learning, delivering training etc)

Although training professionals spend most of their time in designing learning, delivering training,
managing the learning function, and coaching, they do spend time in the other areas as well.

The foundational competencies anchor the competency model.

The foundational competencies include interpersonal competencies, business and management
competencies, and personal competencies.

The foundational competencies are important regardless of a trainer’s area of expertise or role but are
used to a different extent in each role or specialization.

Traditional narrow jobs in the training department focusing on one type of expertise (e.g. instructional
designer and technical writer) are changing; having multiple areas of expertise becomes more necessary
for training and development to contribute to the business.

Project management requires the knowledge of new training technologies (e.g. Web-delivered learning,
CD-ROM, knowledge management systems) and the ability to manage managers, engineers, scientists
and others who may have more experience or technical savvy than the trainer.

WHO PROVIDES TRAINING?

Training and development activities in most, organization are delivered by trainers, managers, in-house
consultants, and employee experts.

However, outsourcing is the most preferred training practice nowadays.

Outsourcing is being considered especially if the company does not have the best training materials or
most qualified personnel in house.

Training providers outside the company include colleges and universities, community and junior
colleges, technical and vocational institutions, product suppliers, consultants, and consulting firms,
unions, trade and professional organizations, and government organizations.

WHO IS IN CHARGE OF TRAINING?

The Human Resource Development & Management department normally takes charge for the training
and development of all employees.

The people from that department are the training and development managers, and training specialist.

They promote learning opportunities that can help employees to be more effective and efficient in their
day-to-day tasks.

They also provide motivation and excitement by way of helping them develop new skills and acquire
new and helpful knowledge.

Thus, they also stimulate loyalty to the company.

As for the small companies, normally the owner/manager and all the employees are in-charge for the
training and development.

When a newly hired employee will start reporting for work, somebody fro the work station he/she
should assigned will act as the trainer.
The owner/manager will usually monitors his her performance.

Somehow evaluating if the newly hired has already learned the needed skills to ensure better
performance.

Noe, R., 2017), “Other companies separate training from the human resource function because it allows
the training function to be decentralized to better respond to unique needs in different business units.

The members of the training department frequently meet with the representatives or managers of each
department, regional officers and branch managers to discuss the pressing needs of their people on
training and development.

They need to ensure that the kind of training they will give will support the achievement of strategic
goals and objectives of the company.

PREPARING TO WORK IN TRAINING

Everyone may have experienced being a trainer in some point of his/her life.

When was the last time you were able to guide a friend on how to use a new social media app on
his/her new smart phone?

Consider also the times when you need to help your siblings with their assignments or school projects.

It means that everybody can have the potential to be a good trainer.

However, to support that potential, one has to undergo formal education on training and development
or even choose an academic major related to training.

For example, training and development courses are usually found in education, business and
management, and psychology departments at colleges and universities.

Business schools may offer undergraduate and graduate degress in human resource management with
courses in training and development and organizational development.

Noe, R., 2017), “To be a successful training professional requires staying up-to-date on current research
and training practices. The primary professional organizations for persons interested in training and
development include the American Society for Training and Development (ASTD), the Academy of
Human Resource Development (AHRD), the Society for Human Resource Management (SHRM), the
Society for Industrial and Organizational Psychology (SIOP), the Academy of Management (AOM), and
the International Society for Performance Improvement (ISPI)

It is not enough that you earned a degree on certain discipline, it is relevant to keep on updating
yourself with the latest issues, concerns or developments in your field.

Be active in joining professional organizations that will encourage sharing of knowledge, doing
collaborative activities and promoting professionalism.
MODULE 001 – INTRODUCTION TO EMPLOYEE TRAINING & DEVELOPMENT

INTRODUCTION TO EMPLOYEE TRAINING & DEVELOPMENT

Customer preferences, business trends, competition, efficiency, safety, welfare, employee retention and
growth, technological advancement, economic crisis inflation, retirement of skilled workers – these are
some of the clearly connected and relevant issues affecting companies in all businesses and sizes and
influencing training practices.

WHAT IS TRAINING? TRAINING AS PREPARATION

(Noe 2017), “Training refers to a designated effort by a company to assist employees” learning of job
related competencies. These competencies include knowledge, skills, or behaviours that are critical for
successful job performance. The purpose of the training is to prepare the employees in the performance
of their tasks. They need to be aware and eventually Acquire the complete knowledge, skill and
behaviours to gain effectiveness in their craft. They also need to understand why they need to know and
practice the required quality of work and what does it take to be a good performing employee.

The training programs must be aligned with their day-to-day work activities. Training can also provide
them the right motivarion to excel in their workplace since they may fully understand their role in the
company. A company may gain the competitive advantage they aspire to have through training,
especially if they will give weight on the variety of skills needed. They should give emphasis on the basic
skill development. However, it is also important to train them in other aspects, like advanced skills (the
use of technology), people skills (which include customer service), and creativity that may help in
improving one’s work or improving the procedures being done in the company. The service or product
development system must be fully valued and understood by all employees. Their intellectual skills must
be appreciated and encouraged in order to have innovative ideas that may eventually promote
improvements and growth.

Most companies have adopted high leverage training. It is a kind of training program that is related to
vital business goals and direction. Informative and systematic design process is important in this kind of
training. Benchmarking is also used. They have to look at their current organizaiton’s preparation
program against the prepation projects of different organizations. This sort of preparing practices may
make to empower nonstop learning.

(Noe 2017). Continuous learning requires employees to understand the entire work eystem, including
the relationships among their jobs, their work units, and the company. “The workers being prepared
must have the capacity to procure new aptitudes and information, should quickly apply them on their
activity, and should effectively course the new abilities and learning to different representatives. Along
these lines, everyone of the workers will have the capacity to enhance in their execution of their errands
and will hoist in the accomplishment of the organization’s vital objectives and targets.

One very important role of a manager is to identify the training needs of his/her employees. Another is
monitoring and implementing of the new skills and knowledge in their work. Managers may use
informational maps like directories where the list of individuals’ record of knowledge, skills or other
specialized attributes are kept.

The high-leverage training must be connected to performance improvement. Training is always

expensive. Therefore, managers must invest in training in order to address the needs of the company.
They need to make sure that the training program must deliver solutions to their difficulties and
challenges, as well as, the achievement of their strategic goals.

Evaluation of the training program may help assure its effectiveness. Training must be evaluated on how
they address company needs related to learning, behavior change, and performance improvement. In
fact, training is becoming more performance-focused. Improved business results is now the objective for
training programs. Other solutions include actions such as changing the job or increasing employee
motivation through pay and incentives.

According to Noe, Raymond (2017), today there is a greater emphasis on:

 Performance improvement as an ongoing process that is directly measurable rather than a one-
time training event.
 Demostrating to executives, managers, and trainees the benefits of training.
 Learning as a lifelong event in which senior management, trainer managers, and employees
have ownership.
 Training being used to help attain strategic business objectives, which help companies gain a
competitive advantage.

This discussion is not meant to underestimate the importance of “traditional training” (a focus on
acquisition of knowledge, skills and abilities) but it should alert you that for many companies training is
evolving from a focus on skills to an emphasis on learning and creating and sharing knowledge.

DESIGNING EFFECTIVE TRAINING

In order to have an effective training design process, it should have a systematic approach. Raymond
Noe (2017) suggest this steps:

Step 1 is to conduct a needs assessment, which is necessary to identify whether training is needed

Step 2 is to ensure that employees have the motivation and basic skills necessary to master the training
content

Step 3 is to create a learning environment that has the features necessary for learning to occur.

Step 4 is to ensure that trainees apply the training content to their jobs. This step involves having the
trainees apply the training content to their jobs. This step involves having the trainee understand how to
manage skill improvement as well as getting c0-worker and manager support.
Step 5 is to develop an evaluation plan. Developing an evaluation plan includes identifying what types of
outcomes training is expected to influence (for example, learning behavior, skills), choosing an
evaluation design that allows you to determine the influence of training on these outcomes, and
planning how to demonstrate how training affects the “bottom line” (that is, using a cost- benefit
analysis to determine the monetary benefits resulting from training)

Step 6 is to choose the training method based on the learning objectives and learning environment. This
step may include a traditional training method of face-to-face interaction with a trainier or e-learning
using CD-ROM or Web-based training.

Step 7 is to evaluate the program and make changes in it or revisit any of the earlier steps in the process
to improve the program so that learning, behavior, change, and the other learning objectives are
obtained.

THE FORCES INFLUENCING LEARNING AND WORKING

Globalization

All business industries, whatever products, size or market share, must be prepared for globalization.
Technology is the greatest aid for globalization. The internet and the social media allows data and
information to be instantaneously accessbble and sent around the globe. The Internet, e-mail, and video
conferencing enable the possibilities of business deals even if companies are thousands of miles apart.

(Noe, R, 2017), “Companies without international operations may buy or use goods that have been
produced overseas, hire employees with diverse backgrounds, or compete with foreign-owned
companies operating within the United States. Many companies are entering international markets by
exporting their products overseas, building manufacturing facilities or service centers in other countries,
entering into alliances with foreign companies, and engaging in e-commerce. Developing nations such as
Taiwan, Indonesia and China may account for over 60 percent of the world economy by 2020. For
example, Coca-Cola is trying to build a global juice business through deals in Latin America, Russia, and
China. Power Curbers inc., a small North Carolina manufacturer, sells construction-related machinery to
more than 70 countries, including Australia, China, Central America, and Western Europe.

INCREASED VALUE PLACED ON INTANGIBLE ASSETS AND HUMAN CAPITAL

Increasing number of companies are becoming more concerned with intangible assets and human
capital They believed that it is a tactic for them to gain competitive advantage. A company may have
three types of assets:

1. Financial Assets (cash and securities)

2. Physical Assets (property plant and equipment
3. Intangible assets.

Intangible assets consists of human capital, customer capital, social capital and intellectual capital.
Human capital refers to the totality of the qualities, characteristics, capabilities, skills, proficiencies,
knowledge, ingenuity, dynamism, and passion that the company’s employees invest in their work.

Customer capital refers to the value of relationships with persons or other organizations outside the
company for accomplishing the goals of the company (e.g., relationships with suppliers, customers,
vendors, community and government agencies)

Social capital refers to relationships in the company (e.g. corporate culture, management practices,
management philosophy, employer-employee relationship.

Intellectual capital refers to the organized and classified knowledge that exists in a company. Alludes to
the sorted out and grouped learning that exist in an organization

Intangible assets are similarly as valuable financial and physical assets but they are not something that
can be touched and they nonmonetary.

Intangible assets can be unique in certain companies. They are not easy to duplicate or copy

CHANGE AND CONTINUOUS LEARNING

No one can avoid change. All companies must be prepared in facing change. Change may refer to the
ability to embrace and implement another thought or conduct by an organization. Technological
breakthroughs, Development in the work force or government regulations, globalization and growing
competitions from other organizations are amont the many factors to consider changes in the
organization and therefore requires training. (Noe, R., 2017), “A learning organization embraces a
culture of lifelong learning, enabling all employees to continually acquire and share knowledge.
Improvements in product or service quality do not stop when formal training is completed.

FOCUS ON LINK TO BUSINESS STRATEGY

Managers are now focus on the significant role of training and development for the success in achieving
strategic goals and objectives of the company. That includes issues on profitability, quality, cost-
effectiveness, and market share.

CHANGE AND CONTINUOUS LEARNING

No once can avoid change. All companies must be prepared in facing change. Change may refer to the
ability to embrace and implement another thought or conduct by an organization. Technological
breakthroughs, Development in the work force or government regulations, globalization and growing
competitions from other organizations are among the many factors to consider changes in the
organization and therefore requires training. (Noe, R., 2017), “A learning organization embraces a
culture of lifelong learning, enabling all employees to continually acquire and share knowledge.
Improvements in product or service quality do not stop when formal training is completed.
FOCUS ON LINK TO BUSINESS STRATEGY

Managers are now focus on the significant role of training and development for the success in achieving
strategic goals and objectives of the company.

That includes issues on profitability, cost-effectiveness, market shares, and quality.

(Noe, R., 2017),”Managers expect training and development professionals to design and develop
learning activities that will help the company successfully implement its strategy and reach business
goals.

(Noe, R., 2017),”Administrators anticipate that preparation and improvement experts should plan and
create learning exercises that will help the organization effectively actualize its procedure and achieve
business objectives.

CHANGING DEMOGRAPHIC AND DIVERSITY OF THE WORK FORCE

The changing structure of population and diversity of the workforce may result to several challenges of
difficulties of different companies. The changing structure of populace and assorted variety of the
workforce may result to a few difficulties or troubles of various organizations.

Labor force comes from the population which is composed of people who already have a job and the
ones who are still searching for it.

Noe, R., 2017), The regular citizen work drive is foreseen to increase by 13 million some place in the
scope of 2006 and 2016, accomplishing 164.2 million by 2016. The work power will be more settled and
broadened than at whatever point in the past 40 years.

Changing demographics may be due to immigration

Older people wanted to work even after retirement.

The move to hire people with disabilities will also contribute to this.

Because of diversity, there will be presence of different work values.

(Noe, R., 2017), “Research prescribes that the intensify representatives “motivation and guarantee to
association targets, laborers should be enabled the opportunity to develop their capacities, meet their
interests, and equality work and non-work works out.

Providing performance feedback that is free of values and stereotypes based on gender, ethnicity or
physical handicap.

New set of skills are recommended for diverse workforce”

1. Discussing adequately with representatives from a wide assortment of foundations.

2. Instructing, preparing and creating representatives of various ages, educational backgrounds,
ethnicities, physical capacities and races.
 3. Giving execution analysis that is free of qualities and generalizations dependent on sexual
orientation, ethnicity of physical debilitate
4. Preparing directors to perceive and react to generational contrasts.
5. Making a workplace that enables representatives of all foundations to be imaginative and
inventive

TALENT MANAGEMENT

Noe, R., 2017), “Talent management refers to attracting, retaining, developing and motivating highly
skilled employees and managers. Talent management is becoming increasingly more important because
of changes in demand for certain occupations and jobs, skill requirements, the anticipated retirement of
the baby boomer generation, and the need to develop managerial talent with leadership skills”

In order to encourage employees to be engaged and be committed to their work, you should provide
them with opportunities for career growth, learning and development, exposure to different aspects of
the company, and performance of stimulating and challenging tasks.
EXAMPLES OF THE FASTEST-GROWING OCCUPATIONS:

Source: Based on A. Dohm and C. Shniper, “Occupational Employement Projections to 2016, “Monthly
Labor Review (November 2007) : 86-125.

Professional and related occupations and the services occupational group are expected to add the most
jobs and have the fastest growth rate from 2006-2016

Health care practitioners and technical occupations are projected to add the most jobs (1.4 million) and
computer and mathematical occupations are expected to grow the fastest (24.8 percent growth rate). In
the services occupation group, by 2016 food preparation and related services are expected to generate
the most new jobs and health care support is expected to grow the fastest (27 percent).
Medical and dental assistants, nurses and home health aides are example of health care support
occupations. Fishery, forestry, and farming occupations and production occupations are expecteed to
have declines in the number of jobs from 2006-2016. The aging of the population and the labor force
means that jobs in health care and social assistance services are expected to have the fastest growth
rate between 2006-2016, adding four million new jobs, or 27 percent of all new nonagricultural wage
and salary jobs.

Occupations that require a bachelor’s degree or higher for an entry-level position will grow faster than
average for all occupations. Of the fastest growing occupations, 18 of the 30 are in professional and
related occupations, and 10 are in service occupations. Fifteen of the thirty fastest-growing occupations
require a bachelor’s degree or higher as their most significant source of education and training. Most of
the 30 fastest-growing occupations are considered professional and related occupations, which include
health care, education, and science-related occupations.

Baby Boomers’ Retirement

The repercussions for the workforce could be immense when the baby boomers retire in the next
several years. Forecast for economic progress may be hampered and could also lead to over work for
the remaining employees of work force. (Noe, R., 2017, “Especially in occupations with features that are
less conducive to innovations in technology-driven productivity- many jobs in health services and
educational services, for example – service may suffer and needs may not be met unless older workers
are retained or other sources of workers are found. Even in occupations where technological
innovations have produced relatively large productivity gains – for example, many of the more complex
machining jobs in manufacturing – the learning curves are often steep, which means that new workers
need to enger these occupations soon, so that they can become competent in the necessary skills by the
time baby boomers leave the labor force. “

SKILLS REQUIREMENTS

Skill requirements is changing. Cognitive skills are the core skills that are needed to be acquired and
learned. These are mathematical and verbal reasoning ability, and interpersonal skills related to being
able to work in teams or to interact with “customers” in a service economy (e.g., patients, students,
vendors, suppliers). Service-oriented company would highly need people with cognitive and
interpersonal skills in order to address the demands of their situations; like dealing with teams, talking
to customers and suppliers, solving day-today problems, and the likes. Creativity and innovation are also
important in order to be competitive. Companies must be able to tap the right training techniques in
order to encourage and nurture creativity and innovation.

DEVELOPING LEADERSHIP

The most challenging task in talent management is discovering and recognizing individuals with the most
potential for managerial positions. (Noe, R., 2017), This is attributed to the aging the work force,
globalization, and the need for managers to contribute to employee engagement. Executive,
administrative, and managerial occupations will experience the greatest turnover due to death or
retirement. Also, many companies do not have employees with the necessary competencies to manage
in a global economy.
Managers need to have self-awareness on the different aspects they need in order to become efficient
and effective. To be highly competitive in a global economy, manaers must be able to build linkages in
the international scene. They should be aware of the different marketing practices around the globe,
and they should be good in managing cultural diversity.

TRAINING PRACTICES

(Noe, R., 2017), “Training can play a key role in helping companies gain a competitive advantage and
successfully deal with competitive challenges.

Training Facts and Figures

You may be asking yourself questions such as, “How much time and money do companies spend on
training?” or “Is instructor-delivered training obsolete?” This will provide snapshot of trends in
workplace learning found in the annual State of the Industry Report prepared by the American Society
for Training and Development. U.S. organizations continue to invest large amounts of money in learning
initiatives.

HERE IS AN OVERVIEW OF SOME KEY TRENDS IN THESE INVESTMENTS:

 Direct expenditures, as a percentage of payroll and learning hours, have remained stable over
the last several years.
 There is an increased demand for specialized learning that includes professional of industry-
specific content.
 The use of technology-based learning delivery has increased from 11 percent in 2001 to 33
percent in 2007
 Self-paced online learning is the most frequently used type of technology-based learning.
 Technology-based learning has helped improve learning efficiency, as shown by increases in the
reuse ration since 2003. (The “reuse ration” is defined as how much learning content is used or
received for every hour of content)
 Technology-based learning has resulted in a larger employee-learning staff member ratio
 The percentage of services distributed by external providers (e.g., consultants, workshps,
training programs) dropped from 29 percent in 2004 to 25 percent in 2007.

Of the $134 billion spent on training, 62 percent is for internal costs such as training staff salaries
and course development, 25 percent is for services provided by external providers such as
consultants, workshops, or training programs outside the company, and 1 percent is for tuition
reimbursement.

ROLES, COMPENTENCIES AND POSITIONS OF TRAINING PROFESSIONALS

(Noe, R., 2017), “Trainers typically have many jobs, such as teacher designers, technical trainers or
needs analyst. Each job has specific functions or roles. For example, a need analyst’s role is to
summarize data collected through interviews, observations and even survey to understand the training
needs of a specific job or job family (job grouping)
Special knowledge, skills or behaviors – also known as competences – are necessary to carry out each
role successfully. The needs analyst, for example, must understand basic statistics and research methods
to know what kind of data to collect and summarize data to determine training needs.

The American Society for Training and Development (ASTD) conducted the most comprehensive study of
training profesisonals. The ASTD skills model describes what it takes for a person to succeed in the field
of training and development. The top of the model shows the roles which professionals in training and
development can play.

The learning strategist determines how learning in the workplace can best be used to support the
business strategy of the company. The business partner uses industry and business knowledge to
develop traiing that enhances performance. The project manager plans, obtains and monitors the
effective delivery of business support learning and performance solutions. The expert designs, develops,
delivers and evaluates solutions for learning and performance. These roles are included in jobs such as
the organizational change agent, career consultant, teaching designer and teacher.

Training department managers devote considerable time to the roles of a learning strategist and a
business partner. Training department managers may be involved in the role of project managesr, tuby
they are involved to a lesser extent that specialists who hold other jobs due to their other
responsibilities. Many training roles may also require human resources of personnel manager, although
their primary responsibility is to supervise the company’s human resources functions (e.g. staffing,
recruitment, compensations, benefits.

The second stage of the model comprises areas of expertise that are the technical and professional skills
and knowledge required for success (e.g. learning, desing, training, etc. ) Even though trainers spend
most of their time designing, training, managing the learning function and coaching, they also spend
time in other fields.

The basic skills anchor the skills model. The basik skills include interpersonal skills, business and
management skills and personal skills. The basic skills are important regardless of the area of expertise
or role of a trainer, but they are used in different ways in each role or specialization.

Traditional narrow jobs in the training department that focus on one type of expertise (e.g. instructional
designer and technical writer) are changing; multiple areas of expertise are becoming more necessary
for training and development to contribute to the company.

Project management requires the knowledge of new training technologies (e.g. web-based learning, CD-
ROM, knowledge management systems) and the ability to manage managers, engineers, scientists and
others with more experience than the trainer.

WHO PROVIDES TRAINING?

Training and development activities are carried out by trainers, managers, in-house consultants and
employee experts in most organizations. Outsourcing is, however, the most preferred training practice
today. Outsourcing is being considered especially if the company does not have the best training
materials or most qualified personnel in house. Outside the company, training providers includes
colleges and universities, community and junior colleges, technical and professional institutions,
suppliers of products, consultants and consulting firms, unions, trade and professional organizations and
government bodies.

WHO IS IN CHARGE OF TRAINING?

The Department of Human Resources Development and Management normally takes over the training
and development of all employees. The people from that department are the training and development
managers, and training specialists. They promote learning opportunities that can help employees to be
more effective and efficient in their day to day tasks. They also provide motivation and excitement by
way of helping them develop new skills and acquire new and helpful knowledge. Thus, they also
stimulate loyalty to the company.

As for the small companies, normally the owner/manager and all the employees are in-charge for the
training and development. When a newly hired employee will start reporting for work, somebody from
the work station he/she should be assigned will act as the trainer. The owner/manager will usually
monitors his/her performance. Somehow evaluating if the newly hired has already learned the needed
skills to ensure better performance.

(Noe, R., 2017). “Other companies separate training from the function of human resources because it
allows the training function to be decentralized in order to better meet unique needs of different
business units.

Training department members often meet with departmental representatives or manager, regional
officers and branh managers to discuss their peoples’s pressing training and development needs. They
need to ensure that the kind of training they will give will support the achievement of strategic goals and
objectives of the company.

PREPARING TO WORK IN TRAINING

Everyone in his or her life may have experienced being a trainer. When was the last time you could
guide a friend on how to use your new smartphone with a new social media app? Consider also the
times when you need to help your siblings with their assignments or school projects. It means that
everybody can have the potential to be a good trainer. To support this potential, however, one must
either undergo formal training and development or choose an academic major related to training. For
example, training and development courses are usually help in universities, collesges and universities in
education, business and management and psychology departments. Business schools can offer courses
in training and development and organizational development for undergraduate and graduate degrees
in human resources management.

(Noe, R., 2017), “To be a successful trainer you need to keep up to date with current research and
training practices. The primary professional organizations for persons interested in training and
development include the American Society for Training and Development (ASTD), the Academy of
Human Resource Development (AHRD), the Society for Human Resource Management (SHRM), the
Society for Industrial and Organizational Psychology (SIOP), the Academy of Management (AOM), and
the International Sociedty for Performance Improvement (ISPI).

It is not enough that you earned a degree on certain discipline. It is relevant to keep on updating
yourself with the latest issues, concerns, or developments in your field. Be active in joining professional
organizations that will encourage sharing of knowledge, doing collaborative activities and promoting
professionalism .