Training

and

Developmen
t
Training
Training and
and Development
Development Practices
Practices
within
within the
the Integrated
Integrated HR
HR System
System

Training and Development

 Intentional efforts to improve
current and future
performance
 By helping employees acquire
• Skills
• Knowledge
• Attitudes
 Required of a competitive
workforce
 Key
Key Terms
Terms
 Training
 Improving employee competencies needed
today or very soon
 Typical objective is to improve employee
performance in a specific job.
 Development
 Improving employee competencies over a
longer period of time
 Typical objective is to prepare employees for
future roles.
 Key
Key Terms
Terms (cont’d)
(cont’d)
 Socialization
 Learning how things are done in the
organization
• Objective is to teach new employees
about the organization’s history, culture
and management practices.
 Learning
Learning Organizations
Organizations
 Learning recognized as a source of
competitive advantage
 Use knowledge management:
 Make sure knowledge from employees,
teams, and units is captured, remembered,
stored and shared
 Technologies provide software to
share knowledge electronically
 Chief Learning/Knowledge Officer
coordinates activities
 Training
Training and
and Development
Development within
within
an
an Integrated
Integrated HR
HR System
System

• Other HR Needs
Activities Analysis
• Organization Outcomes
• HR Planning
• Job •Attitudes
• Job Analysis
• Recruitment • Person •Skills
• Selection • Demographic •Behavior
• Measuring Key Design •Performance
Performance Choices •Advancement
• Focus •Retention
Global • Who receives?
Environment • Who delivers?
• Labour Market • Where and
• Technology when? Evaluation
• What and
Organizational methods? Revision
Environment • Content
 The
The Strategic
Strategic Importance
Importance of
of
Training
Training
and
and Development
Development
• Competencies that
match strategy
• Cohesiveness and
Socialization commitment
• Improved recruitment
Training and retention
Developmen • Improved performance
t • Legal compliance and
protection
• Smoother mergers and
acquisitions
 Improving
Improving Performance
Performance
 Improving Service
 Training for
Customers
 Productivity
 New Technology
 Roles
Roles and
and Responsibilities
Responsibilities in
in
Training
Training and
and Development
Development

Line Managers HR Employees

• Link business Professionals • Identify own
plans to TandD • Identify needs, needs
with line mgrs
• Participate in • Accept
delivery • Help employees responsibility for
to identify needs finding
• Help employees
• Communicate opportunities
identify needs
TandD • Actively
• Support opportunities participate in
employee and TandD activities
participation consequences
• Assist with
• Reinforce • Develop/ TandD of
transfer of administer TandD coworkers
learning activities
• Participate in
• Do OTJ training • Train trainers
evaluation of
• Evaluate TandD activities
 Partnership
Partnership Perspective
Perspective

Cooperate
Managers Support
Train

Assist
Identify HR Communicate
Accept Employees
Professiona Train
Participate ls
Determining
Determining Training
Training and
and
Development
Development Needs
Needs

Organizati
on Needs

Job Pers
Needs on
Need
s
Demograp
hic Needs
Organizational
Organizational Needs
Needs Analysis
Analysis

 Assess short-and long-term

strategic objectives
 Analyze:
 Human resource needs
 Efficiency indices
 Training climate
 Resources and constraints
 Clearly state T and D objectives
 AA Supportive
Supportive Training
Training Climate
Climate
 Incentives encourage employees to
participate
 Managers make it easy for employees to
attend T and D programs
 Employees encourage each other
 Use of new competencies is rewarded
 No hidden punishments for participating
 Managers who are effective trainers are
rewarded
 Job
Job Needs
Needs Analysis
Analysis

 Identify specific skills, knowledge and

behavior needed in present or future jobs
 Use job analysis with competency
modeling
 Person
Person Needs
Needs Analysis
Analysis

 Identify the gap between current

capabilities and those that are necessary or
desirable using:
 Output measures
 Self-assessed training needs
 Career planning discussions
 Attitude surveys
 Demographic
Demographic Needs
Needs Analysis
Analysis

 Determine needs of specific

populations of workers
 May be used to determine if all are
given equal access to growth
experiences and developmental
challenges
 Training
Training and
and Development
Development Process
Process

Assessment Training and Evaluation

Phase Development Phase
Phase
Assess needs: • Select training • Develop
• Organization media and criteria
al learning principles • Pretest
• Job • Conduct training • Monitor
• Person • Establish training
• Demographi conditions for • Evaluate
c maintenance
 Setting
Setting Up
Up aa Training
Training and
and
Development
Development System
System

 Creating the Right Conditions:

 Insight
 Motivation
 New skills and knowledge
 Real World Practice
 Accountability
 Developing
Developing Program
Program Content
Content

Affective Cognitive
Outcomes Knowledge

Program
Content

Skill-Based Outcomes
 Choosing
Choosing the
the Program
Program Format
Format
 Traditional Formats
 On-the-job
 On-site, but not on-the-job
 Off the job
 E-Learning
 New technology allows integration
of multiple learning methods
 Includes teleconferencing, multimedia,
computer-based learning
 Can speed communication and cut costs
 On
On the
the Job
Job Training
Training
 Job instruction training
 Apprenticeship training
 Internships and
assistantships
 Job rotation and
developmental job
assignments
 Supervisory assistance
and mentoring
 Coaching
Components
Components of
of aa Developmental
Developmental Job
Job

 Unfamiliar responsibilities
 Responsibility for creating change
 High levels of responsibility
 Boundary-spanning requirements
 Dealing with diversity
On-Site,
On-Site, but
but Not
Not On
On the
the Job
Job Training
Training

 Programmed instruction on intranet

or internet
 Videos and CDs
 Interactive video training: Combines
programmed instruction with video
 Teleconferencing
 Corporate Universities and executive
education
 Off
Off the
the Job
Job Training
Training
 Formal courses
 Simulation
 Vestibule method: simulates actual
job
 Assessment centers
 Role-playing
 Business board games
 Sensitivity training
 Wilderness trips and outdoor
training
 Program
Program Location
Location

Job instruction
Apprenticeship
Internships On-the-Job
Job rotation

Programmed
On-Site, not On-the- instruction
Interactive video
Job and web-based
training
Formal courses Teleconferencing
Simulation
Assessment centers
Role playing and sensitivity
Off the Job
training
Wilderness trips
Maintaining
Maintaining Performance
Performance After
After
Training
Training

 Develop learning points to assist

retention
 Set specific goals
 Identify reinforcers
 Train significant others to
reinforce behaviour
 Teach trainees self-management
skills
 Evaluating
Evaluating Training
Training and
and
Development:
Development: Long-Term
Long-Term
Consequences
Consequences
 Organizational  Individual
 Improved  Reduced stress
productivity  Increased job
 Lower cost satisfaction
 Improved  Career
customer service advancement
 Improved  Family satisfaction
retention  Employability
 Increased
applicant pool