TRAINING AND DEVELOPMENT Training Development Training development Represents

TRAINING AND DEVELOPMENT

Training & Development • Training & development – Represents ongoing investment in employees & realizes employees are assets • Importance of training & development – Rapid technological changes cause skill obsolescence – Redesign of work brings need for new skills – Mergers & acquisitions have increased need for integrating employees into different cultures – Employees are moving between employers more often, necessitating training – Globalization of business requires new knowledge & skills

Benefits of Training & Development • Individual employee – Increased employee marketability – Increased employee employability security • Organization – Improved bottom line, efficiency & profitability – Increased flexibility in employees who can assume different & varied responsibilities – Reduced layers of management – Makes employees more accountable for results

Setting Training Objectives • Align/match identified training needs with training objectives • Define objectives in specific, measurable terms – Desired employee behaviors – Results expected to follow from such behaviors • One source of information for setting objectives – Performance deficiency data contained in performance management system

Organizational Development • Training programs focus on individual skill acquisition and development to improve productivity as well as assist in obtaining strategic objectives • In a rapidly changing global environment, organizations much be able to change in response by undertaking larger-scale changes • Such activities constitute organizational development which focuses on the entire organization rather than individual employees

Exhibit 9. 5 Link Between Training & Performance Management & Compensation

Training can. . . • Increase employees’ knowledge of foreign competitors and cultures. • Help ensure that employees have the basic skills to work with new technology, • Help employees understand how to work effectively in teams to contribute to product and service quality.

Training can. . . • Ensure that the company’s culture emphasizes innovation, creativity, and learning. • Ensure employment security by providing new ways for employees to contribute to the company when: – – – their jobs change their interests change their skills become obsolete • Prepare employees to accept and work more effectively with each other, particularly with minorities and women.

Training • Training is a planned effort by a company to facilitate the learning of employees. • High-leverage training: – is linked to strategic business goals and objectives, – has top management support, – relies on an instructional design model, and – is benchmarked to programs in other organizations. • Continuous learning is a learning system that requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job, and share what they have learned with other employees.

Training Methods • • • On-the-Job Training Apprenticeship Training Informal Learning Job Instruction Training Lectures Programmed Learning Audiovisual Training Simulated Training (also Vestibule Training) Computer-Based Training (CBT) Electronic Performance Support Systems (EPSS) Distance and Internet-Based Training © 2008 Prentice Hall, Inc. All rights reserved. 8– 10

Designing Effective Training Activities The Training Process 1. Needs Assessment • Organizational Analysis • Person Analysis • Task Analysis 2. Ensuring Employees’ readiness for Training • Attitudes and Motivation • Basic Skills 3. Creating a Learning Environment • Identification of learning objectives and training outcomes • Meaningful material • Practice • Feedback • Observation of others • Administering and coordinating program

Designing Effective Training Activities (cont. ) The Training Process 4. Ensuring Transfer of Training • Self-management strategies • Peer and manager support 5. Selecting Training Methods • Presentational Methods • Hands-on Methods • Group Methods 6. Evaluating Training Programs • Identification of training outcomes and evaluation design. • Cost-benefit analysis

Needs Assessment Organizational Analysis Person Analysis Task Analysis

Ensuring Employee Readiness for Training • Motivation to learn is the desire of the trainee to learn the content of the training program. • Self-efficacy is the employees' belief that they can successfully learn the content of the training program.

Ensuring Employee Readiness for Training • Managers can increase employees' self-efficacy level by: – Letting employees know that the purpose of training is to try to improve performance rather than to identify areas in which employees are incompetent. – Providing as much information as possible about the training program and purpose of training prior to the actual training. – Showing employees the training success of their peers who are now in similar jobs. – Providing employees with feedback that learning is under their control and they have the ability and the responsibility to overcome any learning difficulties they experience in the program.

Basic Skills Cognitive. SAbility verbal K comprehension, I quantitative L ability, and L reasoning ability S Reading Ability the difficulty level of written materials

Creating a Learning Environment • Employees need to know why they should learn. • Employees need meaningful training content. • Employees need to have opportunities to practice. • Employees need feedback.

Creating a Learning Environment • Employees learn by observing, experiencing, and interacting with others. • Employees need the training program to be properly coordinated and aadministered. • Employees need to commit training content to memory.

Transfer of Training Climate for transfer Opportunity to use learned capability Technological Support Transfer of Training Self-management skills Manager support Peer Support

Selecting Training Methods • Presentation Methods – Instructor-led classroom instruction – Distance learning – Audiovisual techniques – Mobile technologies • Hands-on Methods – – – – On-the-job training Self-directed learning Simulations Business games and case studies Behavior modeling Interactive video E-learning

Outcomes Used in Evaluating Training Programs OUTCOME WHAT IS MEASURED • Acquisition of Knowledge HOW MEASURED • Pencil and paper tests • Work sample Skill-based Outcomes • Behavior • Skills • Observation • Work sample • Ratings Affective Outcomes • Motivation • Reaction to Program • Attitudes • Interviews • Focus groups • Attitude surveys Results • Company Payoff Return on Investment • Economic value of Training Cognitive Outcomes • Observation • Data from information system or performance records • Identification and comparison of costs and benefits of the program

Evaluation Designs • Pretest/Posttest with Comparison Group • Posttest Only • Posttest only with comparison Group • Pretest/Posttest • Time Series

Determining Return on Investment • Cost-benefit analysis is the process of determining the economic benefits of a training program using accounting methods. • Determining costs • Determining benefits • Making the analysis