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Human Resource Management 10 th Edition Chapter 7 TRAINING AND DEVELOPMENT

Human Resource Management 10 th Edition Chapter 7 TRAINING AND DEVELOPMENT. HRM in Action: Job Security versus Career Security. Job security - Implies security in one job, often with one company

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Human Resource Management 10 th Edition Chapter 7 TRAINING AND DEVELOPMENT

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  1. Human Resource Management 10th EditionChapter 7TRAINING AND DEVELOPMENT © 2008 by Prentice Hall

  2. HRM in Action: Job Security versus Career Security • Job security-Implies security in one job, often with one company • Career security-Requires developing marketable skills and expertise that help ensure employment within a range of careers • Employability doctrine- Employees owe the company their commitment while employed and the company owes its workers the opportunity to learn new skills, but that is as far as the commitment goes © 2008 by Prentice Hall

  3. Jobs Identified for Extinction • Stockbrokers, auto dealers, mail carriers, insurance and real estate agents, telephone repair people (wireless technology will take over), computer data entry personnel (voice recognition technology and scanning devices will eliminate the manual effort), and library researchers © 2008 by Prentice Hall

  4. Training and Development (T&D) • Training and development (T&D) - Heart of a continuous effort designed to improve employee competency and organizational performance • Training - Provides learners with the knowledge and skills needed for their present jobs © 2008 by Prentice Hall

  5. Training and Development (T&D) (Cont.) • Development - Learning that goes beyond today’s job and has a more long-term focus • Prepares employees to keep pace with organization as it changes and grows © 2008 by Prentice Hall

  6. T&D Costs • Over $50 billion every year on formal T&D programs • Average annual expenditure per employee for training rose to $955, but averaged $1,368 per employee in large organizations • Purpose of T&D - Improved performance © 2008 by Prentice Hall

  7. Learning Organization • Firms that recognize critical importance of continuous performance-related training and development and take appropriate action • Workers rewarded for learning and provided enriched jobs, promotions, and compensation • Organizations with reputation of being learning leader attract more and better qualified employees © 2008 by Prentice Hall

  8. Factors Influencing T&D • Top management support • Commitment from specialists and generalists • Technological advances • Organizational complexity • Learning principles • Other human resource functions © 2008 by Prentice Hall

  9. Learning Generalizations • Learners progress in area of learning only as far as need to achieve purposes • Best time to learn is when learning can be useful • Try to space out training sessions © 2008 by Prentice Hall

  10. Just-in-time Training Training provided anytime, anywhere in the world when it is needed © 2008 by Prentice Hall

  11. Training and Development (T&D) ProcessExternal EnvironmentInternal Environment Determine Specific T&D Needs Establish Specific T&D Objectives Select T&D Method (s) and Delivery System (s) Implement T&D Programs Evaluate T&D Programs © 2008 by Prentice Hall

  12. Determining Specific Training and Development Needs A systematic approach to addressing bona fide needs must be undertaken Organizational analysis Task analysis Person analysis © 2008 by Prentice Hall

  13. Establishing Specific Training and Development Objectives • Desired end results • Clear and concise objectives must be formulated © 2008 by Prentice Hall

  14. Blended Training • Firms utilize a number of methods for imparting knowledge and skills to workforce • Usually more than one method, called blended training, is used to deliver the training © 2008 by Prentice Hall

  15. Instructor-Led Case Study Behavior Modeling Role Playing Business Games In-Basket Training On-the-Job Training Job Rotation Internships Apprenticeship Training T&D Methods © 2008 by Prentice Hall

  16. Instructor-Led • Continue to be effective for many types of employee training • Convey great deal of information in relatively short time © 2008 by Prentice Hall

  17. Trends & Innovations: Virtual Instructor-Led • Enables students to do practically anything they could do in traditional classroom • Blackboard Learning System - Software application for delivering education online © 2008 by Prentice Hall

  18. Case Study • T&D method in which trainees study the information provided in the case and make decisions based on it • Used in classroom with instructor who serves as facilitator © 2008 by Prentice Hall

  19. Behavior Modeling • T&D method which permits a person to learn by copying or replicating behaviors of others to show managers how to handle various situations • Examples - Conducting performance appraisal reviews, correcting unacceptable performance, delegating work, improving safety habits, handling discrimination complaints, overcoming resistance to change, orienting new employees, and mediating individuals or groups in conflict © 2008 by Prentice Hall

  20. Role Playing • T&D method where participants are required to respond to specific problems they may encounter in their jobs by acting out real-world situations • Used to teach such skills as: interviewing grievance handling performance appraisal reviews conference leadership team problem solving communication © 2008 by Prentice Hall

  21. Business Games Permits participants to assume roles such as president, controller, or marketing vice president of two or more similar hypothetical organizations and compete against each other by manipulating selected factors in a particular business situation © 2008 by Prentice Hall

  22. In-Basket Training Exercise in which participant is asked to establish priorities for and then handle a number of business papers or e-mail messages such as memoranda, reports, and telephone messages that would typically cross a manager’s desk © 2008 by Prentice Hall

  23. On-the-Job Training • Informal T&D method that permits an employee to learn job tasks by actually performing them • Most commonly used T&D method • No problem transferring what has been learned to the task © 2008 by Prentice Hall

  24. Job Rotation • Employees move from one job to another to broaden experience • Helps new employees understand variety of jobs © 2008 by Prentice Hall

  25. Internships • Training approach where university students divide time between attending classes and working for organization • Excellent means of viewing potential permanent employee at work • Students are enabled to integrate theory with practice © 2008 by Prentice Hall

  26. Apprenticeship Training • Combines classroom instruction with on-the-job training • Traditionally used in craft jobs • Apprentice earns less than master craftsperson who is instructor © 2008 by Prentice Hall

  27. Training & Development Delivery Systems • Corporate Universities • Colleges and Universities • Community Colleges • Online Higher Education • Videoconferencing • Vestibule Training • Computer-Based Systems • Video Media • E-Learning • Simulators © 2008 by Prentice Hall

  28. Corporate Universities • T&D delivery system provided under the umbrella of the organization • Focus on creating organizational change • Proactive and strategic • Growth attributed to universities’ flexibility • Estimated 2,000 in U.S. © 2008 by Prentice Hall

  29. Colleges and Universities • Primary delivery system for training professional, technical, and management employees • Corporate training programs often partner with colleges and universities © 2008 by Prentice Hall

  30. Community Colleges • Publicly funded higher education establishments • Deliver vocational training and associate degree programs • Rapid technological changes and corporate restructuring have created new demand for community college resources © 2008 by Prentice Hall

  31. Online Higher Education • Educational opportunities including degree and training programs delivered either entirely or partially, via the Internet • Allows employees to attend class at lunchtime, during day or in evening • Reduces commute to school © 2008 by Prentice Hall

  32. Videoconferencing • Many firms in the United States use videoconferencing and satellite classrooms for delivering T&D • Interactive and offers flexibility and spontaneity of traditional classroom • Global firms, in particular, can benefit • Increase access to training, ensure consistency of instruction, and reduce cost of delivering T&D programs © 2008 by Prentice Hall

  33. Vestibule System • T&D delivery system that takes place away from the production area on equipment that closely resembles equipment actually used on the job • Removes employee from pressure of having to produce while learning • Emphasis on learning skills required by job © 2008 by Prentice Hall

  34. Video Media • DVDs, videotapes, and film clips continues to be popular training delivery systems • Especially appealing to small businesses © 2008 by Prentice Hall

  35. E-Learning Delivery system for online instruction Available anytime, anywhere in the world, and in different languages © 2008 by Prentice Hall

  36. Virtual Reality • Unique extension of e-learning • Permits trainees to view objects from a perspective otherwise impractical or impossible © 2008 by Prentice Hall

  37. Simulators Devices or programs that are located away from the job site and replicate actual job demands Example: training of airline pilots in a simulator © 2008 by Prentice Hall

  38. Management Development • All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions • Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment • First-line supervisors, middle managers, and executives may all participate in management development programs © 2008 by Prentice Hall

  39. Mentoring • Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development • Mentor may be located elsewhere in organization or in another firm • Relationship may be formal or informal © 2008 by Prentice Hall

  40. Mentoring/Coaching for Women and Minorities • Some believe that having a mentor is essential to make it to the top • Mentors tend to seek out their mirror images • Since women and minorities are not equally represented at the firm’s top levels, they are often left without a mentor © 2008 by Prentice Hall

  41. Specific Roles of Mentors • Coaching • Sponsor advancement • Provide challenging assignments • Protect employees from adverse forces • Encourage positive visibility • Offer personal support • Friendship • Acceptance • Counseling • Role modeling © 2008 by Prentice Hall

  42. Coaching • Often considered responsibility of immediate boss • Provides assistance much as a mentor © 2008 by Prentice Hall

  43. Reverse Mentoring Process where the older employees learn from the younger ones. © 2008 by Prentice Hall

  44. Orientation • Initial T&D effort designed for employees • Strives to inform them about company, job and workgroup © 2008 by Prentice Hall

  45. Purposes of Orientation • Employment situation • Company policies and rules • Compensation and benefits • Corporate culture • Team membership • Employee development • Dealing with change • Socialization © 2008 by Prentice Hall

  46. Responsibility for and Scheduling of Orientation • Often joint responsibility of training staff and line supervisor • Peers often excellent information agents © 2008 by Prentice Hall

  47. Onboarding (Executive Orientation) Help new executives quickly learn organization’s structure, culture and politics so they can start making contributions to organization as soon as possible © 2008 by Prentice Hall

  48. Special Training Areas • Diversity - Develop sensitivity to create more harmonious working environment • English as a Second Language - Help employees in way that validates them and optimizes personal relationships • Ethics - Develop corporate culture that rewards ethical behavior • Telecommuter - Permit manager and employee to define job responsibilities and set goals and expectations © 2008 by Prentice Hall

  49. Special Training Areas (Cont.) • Customer Service - Teaches employees the skills needed to meet and exceed customer expectations • Conflict Resolution - Communication skills needed to resolve gridlock • Teamwork - How to work in groups • Empowerment - How to make decisions and accept responsibility © 2008 by Prentice Hall

  50. Special Training Areas (Cont.) • Remedial - Basic literacy/mathematics skills • Anger Management - Help participants take control of angry outbursts © 2008 by Prentice Hall

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