Training and Developing Employees

1. Chapter 7 Training and Developing Employees

2. Chapter 7 Objectives • How training and development are linked to competitive advantage • Recognize the difference between training and development • Understand the Training Process • Determine when employees need training and the best type of training given a company’s circumstances • Recognize the characteristics that make training programs successful • Understand how to socialize new employees effectively

3. Linking Training and Development to Competitive Advantage Training and development contributes to competitive advantage by: • Enhancing recruitment • Increasing worker competence (new and current) • Reducing the likelihood of unwanted turnover.

4. Linking Training and Development to Competitive Advantage • Enhancing Recruitment: • Attract best candidates

5. Linking Training and Development to Competitive Advantage • Increasing the competence of new employees: • Technical training: Provide technical knowledge and skills needed to perform a job. • Orientation training: Learn about the job, the company, and its policies and procedures. • Literacy training: Improve basic skills in such areas as writing, basic arithmetic, listening/following oral instructions, speaking, and understanding manuals, graphs, and schedules.

6. Linking Training and Development to Competitive Advantage • Increasing the competence of current workers: • Remedial training: Implemented when workers are deficient in some skills. • Change-related training: Used to keep up-to-date with various changes including technology, laws or procedures, or the organization’s strategic plan. • Developmental programs: Provide employees with the appropriate skills needed for higher level positions.

7. Linking Training and Development to Competitive Advantage • Reducing the likelihood of unwanted turnover: • Training can prevent unnecessary terminations by: • Building employee job skills, improving job performance. • Improving supervisors' capabilities for managing “underperforming” workers. • Reeducating people whose skills have become obsolete, allowing the organization to assign them to new job responsibilities. • Effective training programs can reduce turnover by strengthening employee loyalty.

8. HRM Issues and Practices Training Versus Development • Training • The process of providing employees with specific skills or helping them correct deficiencies in their performance. • Current Job • Individual Employees • Immediate • Fix current skill deficit • May be seen as negative • Development • An effort to provide employees with the abilities the organization will need in the future. • Current and future job • Work group and organization • Long term • Prepare for future work demands

9. HRM Issues and Practices Challenges of Training • Is training the solution to the problem? • Are the goals of training clear and realistic? • Is training a good investment? • Will the training work?

10. HRM Issues and Practices Managing the Training Process

11. HRM Issues and Practices Managing the Training Process – Needs Assessment • Levels of needs assessment:

12. HRM Issues and Practices Managing the Training Process – Needs Assessment • Four Steps to Conducting a Needs Assessment: • Step 1. Perform a "Gap" Analysis: • Current situation vs. Desired or necessary • situation • The difference or the "gap" between • the current and the necessary will • identify our needs, purposes, and • objectives: • Problems or deficits • Impending change • Opportunities • Strengths • New directions • Mandated training

13. HRM Issues and Practices Managing the Training Process – Needs Assessment • Four Steps to Conducting a Needs Assessment: • Step 2. Identify Priorities and Importance: • Examine each in view of their importance to • your organizational goals, realities, and • constraints • Cost-effectiveness • Legal mandates • Executive pressure • Customers

14. HRM Issues and Practices Managing the Training Process – Needs Assessment • Four Steps to Conducting a Needs Assessment: • Step 3. Identify Causes Of Performance • Problems and/or Opportunities. • Are our people doing their jobs effectively? • Do they know how to do their jobs?

15. HRM Issues and Practices Managing the Training Process – Needs Assessment • Four Steps to Conducting a Needs Assessment: • Step 4. Identify Possible Solutions and Growth Opportunities: • Training may be the solution, IF there is a knowledge problem • Organization Development Activities may provide solutions • when the problem is not based on a lack of knowledge and is • associated with systematic change: • strategic planning • organization restructuring • performance management • effective team building

16. HRM Issues and Practices Managing the Training Process – Development and Conduct of Training • Approaches vary by:

17. HRM Issues and Practices Managing the Training Process – Development and Conduct of Training • Development and Conduct of Training Phase: • Location Options – On the Job (OJT): • Job rotation • Apprenticeships • Internships • Advantages: • Relevant to job • Can be inexpensive to implement • Immediate feedback • Disadvantages: • Can be costly in customer satisfaction • Wide variation in quality and content of • teaching

18. HRM Issues and Practices Managing the Training Process – Development and Conduct of Training • Development and Conduct of Training Phase: • Location Options – Off- the-Job Training: • Advantages: • Gives employees uninterrupted time • More conducive to learning/less • distractions • Disadvantages: • Learning may not transfer back to job • Employees may view training as an • opportunity to enjoy time away from • work

19. HRM Issues and Practices Managing the Training Process – Development and Conduct of Training • Development and Conduct of Training Phase: • Presentation Options: • Slides and Videotapes • Teletraining • Computers • Simulations • Replicate job demands at off-site • facility • Virtual Reality (VR): • The use of a number of • technologies to replicate the entire • real-life working environment in real • time • Classroom Instruction and Role-plays

20. HRM Issues and Practices Managing the Training Process – Development and Conduct of Training • Development and Conduct of Training Phase: • Types of Training Options: • Skills Training: • Job aids: • External sources of information that provide job related • information • Retraining • Cross-functional Training • Team Training

21. HRM Issues and Practices Managing the Training Process – Development and Conduct of Training • Development and Conduct of Training Phase: • Types of Training (cont.): • Creativity Training – brainstorming • Literacy Training • Diversity Training • Crisis Training • Customer Service Training • Ethics Training

22. HRM Issues and Practices Managing the Training Process – The Evaluation Phase • Phase 3 – The Evaluation Phase • Monetary Assessment • Return on Investment (ROI)

23. HRM Issues and Practices Managing the Training Process – The Evaluation Phase • The Evaluation Phase (Non-Monetary): • Level 1: Reaction • Were the participants pleased? • What do they plan to do with what they learned? • Level 2: Learning • What skills, knowledge, or attitudes have changed? • By how much? • Level 3: Behavior • Did the participants change their behavior based on what was learned in the • program? • Level 4: Results • Did the change in behavior positively affect the organization?

24. HRM Issues and Practices Managing the Training Process – The Evaluation Phase • The Evaluation Phase (Monetary): • ROI

25. HRM Issues and Practices Managing the Training Process – The Evaluation Phase • The Evaluation Phase: • Legal Issues in Training • The major requirement here is that employees must have access to training • and development programs in a nondiscriminatory fashion

26. HRM Issues and Practices Employee Orientation – a Type of Training Program • Employee orientation: • Process of informing new employees about what is expected of them in the • job and helping them cope with the stresses of transition • Orientation content: • Information on employee benefits • Personnel policies • The daily routine • Company organization and operations • Safety measures and regulations • Facilities tour

27. HRM Issues and Practices Employee Orientation – a Type of Training Program • Employee orientation: • A successful orientation should accomplish four things for new employees: • Make them feel welcome and at ease. • Help them understand the organization in a broad sense. • Provide a Realistic Job Preview (RJP): • Make clear to them what is expected in terms of work and behavior. • Help them begin the process of becoming socialized into the firm’s ways of • acting and doing things.

28. Training and Development and the Manager’s Job

29. Training and Development and HR’s Job