TRAINING AND DEVELOPMENT Training Development Training development Training

TRAINING AND DEVELOPMENT

Training & Development • Training & development – Training is the process of teaching the employees the skills and knowledge they need to do the job. 1– 2

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 – Where an employers fail to train and employee does harm to third parties, the court will find the employer liable – Developing and transferring health and safety 1– 3

The Training Process • Training - The process of teaching new or current employees the basic skills they need to perform their jobs. • The strategic context of training - Aligning strategy and training Training program should support firm’s strategic goals Caterpillar Inc. established Caterpillar University that aligns corporation’s business strategy with developmental needs

Training Process (cont. ) • Consisted of 4 steps: 1. Need analysis 2. Design 3. Implement the program 4. Evaluate the training session

Need Analysis: Existing Employees • Performance Analysis - A process of determining whethere is a performance deficiency

Performance Analysis (cont. ) • 3 crucial elements 1. Identify the job standard of the job holder (e. g. To make 10 new contracts per week) 2. Compare standard with current performance - Performance Appraisal - Job-related performance data (productivity, absenteeism, waste, late deliveries, product quality, and customer complaints) - Observations by the supervisors - Conduct interviews with the candidates

Performance Analysis (cont. ) 3. Cant’ do/ won’t do - Can’t do: employees don’t know what to do and how to do or employees don’t have the skills - Example- To make 6 new contracts per week - Won’t do: Employees are reluctant to do the job - Can’t do problems needs training right away - What are you going to do with won’t do?

Need Analysis: New Employees • Task analysis: - A detail analysis of the job - Job description and job specification should be scrutinized

Design • Critical training design issues – Interference from & difficulty of overcoming prior training, learning, habits – Transfer of newly learned skills back to job • Training objective - What is the actual need? - Example: To make 10 contracts per week • Sort the training budget out - Direct and indirect cost • Deciding on the actual content - Online and offline content 1– 10

Computer-Based Instruction • Benefits – Self-paced – Adaptive to different needs – Can be customized – Easy to deliver – Usually less expensive to administer – Can be conducted when convenient for employee • Drawbacks – Learners must be self-motivated – Cost of producing online, interactive materials – Lack of interaction with others may work against needs & preferred learning styles 1– 11

Delivery or Implementation • On-the-job training – Internship/ Apprenticeship – Coaching and mentoring – Job rotation – Informal learning • Off-the-job training – Lectures – Audiovisual-based training – Case study – Seminar – Simulated learning – Corporate universities 1– 12

Evaluation • Integral part of overall training program • Provides feedback on effectiveness of training program • Evaluation criteria should be established in tandem with & parallel to training objectives 1– 13

Evaluating the Training Effort • Designing the evaluation study – Time series design – Controlled experimentation

Time Series Training Evaluation Design

Controlled Experimentations – A training group and a controlled group that receives no training – Data (e. g. quality of service and quantity of sales) for both groups is collected before the group is exposed to training – The training group then receives the training while controlled group receives no training – This makes it possible to determine the extent to which any change in the training group’s performance

Training Effects to Measure • Reaction- Evaluate reactions to the program. Did they like the program? • Learning- Test the trainees to determine if they have learned the principles • Behavior- Determine whether trainees’ behavior on the job has been changed due to training • Results- Most important element. Have you achieved the actual goal of training? Can the employee produce 10 contracts per week?

Exhibit 9 -3 Four Levels of Training Evaluation 1– 18

• “Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600, 000. No, I replied, I just spent $600, 000 training him. Why would I want somebody to hire his experience? ”– Thomas John Watson Sr. , IBM • “Human Resources isn’t a thing we do. It’s the thing that runs our business. ”– Steve Wynn 1– 19

Thank you! 1– 20