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Lecture 9 - COMM 203 202 2024W2

The lecture discusses effective training and development program design, addressing challenges in recruitment and the impact of outsourcing. Key components include assessing training needs, planning objectives, and measuring results to ensure compliance and skill acquisition. Additionally, it emphasizes the importance of mentorship and coaching in employee development.

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10 views2 pages

Lecture 9 - COMM 203 202 2024W2

The lecture discusses effective training and development program design, addressing challenges in recruitment and the impact of outsourcing. Key components include assessing training needs, planning objectives, and measuring results to ensure compliance and skill acquisition. Additionally, it emphasizes the importance of mentorship and coaching in employee development.

Uploaded by

adystiramadhanty
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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COMM 203 202 2024W2

Managing the Employment Relationship


Perry Atwal
Week 5, Lecture 9 | Recruitment, Selecting, and Training Employee Pt.4
Wednesday, February 5th 2025

How to Plan and Design an Effective Training and Development Program

A. LAST LECTURE Q&A – INTERVIEWING


• Challenges in Assessment Centre:
o Candidates struggle with unprepared sections.
o Teamwork overshadows individual performance.
• Recruitment Cost:
o High upfront cost benefits the long-term more.
o Interviewing:
• Pros: Differentiate candidates.
• Cons: Time-consuming.
• Probing Questions:
o Aim: Test adaptability and authenticity.
o Tips: Use Devil’s Advocate.
• Example: What would it be like to work with yourself.

B. TRAINING AND DEVELOPMENT


1) The Issue – Outsourcing
• Aim: Reduce costs.
• Concern: Employees outsourcing tasks and using AI.
• Solution:
o Detect through uncommon phrasing.
o Restrict AI usage where necessary.

2) Designing an effective training program


• Aim: Fosters compliance (job roles and expectations), orientation (company structure and
hierarchy), job shadowing (hands-on learning), culture adaptation (workplace norms).
• Identifying company culture:
o Observes surroundings (e.g., work attire), social interactions.
o Examples:
• Sauder: “Work hard, play hard”, collaboration.
• UBC: Balanced student-life (campus events), diverse and vibrant environment
(geographical location).

3) Instructional Design – Steps of training


• Assess Needs – Level of needs.
o Organization – CEO concerns:
• Resources (e.g., budget, ROI, timeline)
• Strategy (e.g., growing, shrinking, expansion.
o Person – Personal level.

1
• What causes performance deficiencies (competency gaps or other factors).
• Who needs training? (e.g., one representative, every employee)
o Task – Based on each division.
• Readiness for Training – When employee is ready.
o Basic cognitive ability – Communication, computer skills, teamwork.
• e.g., 50-year-old employee process computer information slowly.
o Motivation
o Supportive environment – Ensure the team can function with our absence.
• Plan and Design
o Clarify objectives
o In-House vs. Contracted Out
• In-House – From senior employee.
• Pros: Saves money (stipend), know where to emphasize, personal
(highly rewarding on a personal level).
• Contracted Out – From specialized training company.
• Cons: Focus on broader things.
o Training Methods
• Knowledge: Classroom
• Practical (e.g., interview practice); 1-on-1 practice.
• Retention Effectiveness – How to retain information.
o Retention Strategies – Reading (10%) -> Hearing (20%) -> Seeing (30%) -> Seeing +
hearing (40%) -> Participating (70%) -> Doing/Teaching (90%).
o Method used by Google – Teaching
• Cons: Promote culture of learning, raises morale, better performance.
• “Teach me something I don’t know” – To tests passion, authenticity.
o Critical thinking and problem solving is the number one skill companies look for.
o In the degree we learn: thinking logically and analytically.
• Measuring Results – Has the training met objectives. Level of assessment:
o Level 1: Personal satisfaction/opinion with the program.
o Level 2: Candidates acquired new skills.
o Level 3: Candidates have a positive change in behavior.
o Level 4: Change in behavior benefits the companies, tangible ROI.

4) Source of Training.
• Formal Education – MBA’s, Executive MBA, Executive Education.
• Companies Universities – Hamburger Universities (McDonald’s), Deloitte University.
• Mentorship & Coaching
o Mentor – Long-term career/life guidance.
• Benefit:
• Mentee: Expands network, kickstart career.
• Mentor: Gives back to the company.
• Finding Mentors: Join mentorship programs or shared hobbies (e.g., cycling).
• Securing Mentors: Plan logistics and scheduling ahead.
o Coach – Focus on specific skills or tasks.

------------------------------------------------------The End of The Lecture----------------------------------------------------

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