Employee learning

1. Employee learning Chapter 10

2. Employee learning • Objectives • Discuss how training can help companies gain a competitive advantage. • Explain how to conduct a needs assessment. • Explain how to evaluate employees’ readiness for training. • Discuss the strengths and weaknesses of presentation, hands-on and group-building training methods. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

3. Employee learning • Objectives (continued) • Explain the potential advantages of new technologies for training. • Design a training session to maximise learning. • Explain how to choose an appropriate evaluation design. • Discuss socialisation and orientation processes. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

4. Employee learning (also learning, or training) • A planned effort by a company to facilitate employees’ learning of job-related competencies. • Competencies include knowledge, skills or behaviours that are critical for successful job performance. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

5. Why is training important? • Increases employees’ knowledge of foreign competitors and cultures. • Provides the skills required to work with new technology. • Helps employees understand how to work effectively in teams. • Ensures that the company’s culture emphasises innovation, creativity and learning. • Ensures employment security by providing new ways for employees to contribute to the company. • Prepares employees to accept each other and work more effectively together, particularly in a diverse workforce. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

6. Intellectual capital • Training should be viewed as a way to create intellectual capital. • Intellectual capital includes basic skills, advanced skills, an understanding of the customer or manufacturing system, and self-motivated creativity. • Intellectual capital is created through a process of combining the knowledge and experience of different parties and exchange between the parties. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

7. High-leverage training strategy • Is linked to strategic business goals and objectives. • Uses an instructional design process to ensure that training is effective. • Compares or benchmarks the company’s training programs against training programs in other companies. • Is a characteristic of a ‘learning organisation’. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

8. Learning organisations • Employees continuously attempt to learn new things and apply what they have learned to improve product or service quality. • An organisation that has an enhanced capacity to learn, adapt and change. • In a learning organisation, training is seen as one part of a system designed to create intellectual capital. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

9. Components of instructional design • Conducting needs assessment • Ensuring employees’ readiness for training • Creating a learning environment • Ensuring transfer of training • Selecting training methods • Evaluating training programs • See Table 10.2 for more detail Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

10. Figure 10.1 The needs assessment process Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

11. Organisational analysis • Organisational analysis involves considering the context in which training will occur. • Three factors need to be considered before choosing training as the solution to any pressure point: • Support of managers and peers for training activities • Company strategy • Training resources available. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

12. Person analysis • Person analysis helps to identify who needs training. • Person analysis involves: • Determining whether performance deficiencies result from a lack of knowledge, skill or ability (a training issue) or from a motivational or work-design problem • Identifying who needs training • Determining employee’s readiness for training. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

13. Person analysis • Factors that influence employee performance and learning: • Personal characteristics • Input • Output • Consequences • Feedback Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

14. Task analysis • Identifying the important tasks and knowledge, skills and behaviours that need to be emphasised in training, in order for employees to complete their tasks. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

15. Task analysis • Four steps: • Select the job to be analysed. • Develop a preliminary list of tasks performed on the job. • Validate or confirm the preliminary list of tasks. • Once the tasks are confirmed, identify the knowledge, skills or abilities necessary to successfully perform each task. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

16. Readiness for training • Employees have the personal characteristics (ability, attitudes, beliefs, and motivation) necessary to learn program content and apply it on the job. • The work environment will facilitate learning and will not interfere with performance. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

17. How can managers ensure employee readiness for training? • Ensure employees’ self-efficacy. • Understand the benefits of training. • Be aware of training needs, career interests and goals. • Understand work environment characteristics. • Ensure employees’ basic skills levels. • Also consider input, output, consequences and feedback. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

18. Creating a learning environment • Employees need to: • Know why they should learn • Use their own experiences as a basis for learning • Have opportunities to practise • Receive feedback • Learn by observing and interacting with others • Undergo a well coordinated and arranged training program. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

19. Figure 10.3 Transfer of training Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

20. Selecting training methods • Presentation methods • Classroom instruction • Distance learning • Audiovisual techniques Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

21. Selecting training methods • Hands-on methods • On-the-job training (OJT) • Self-directed learning • Apprenticeship • Simulations • Business games and case studies • Behaviour modelling • Interactive video • E-learning Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

22. Selecting training methods • Group-building methods • Adventure learning • Team training • Action learning Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

23. Evaluating training programs • Training outcomes: • Cognitive outcomes • Skill-based outcomes • Affective outcomes • Results • Return on investment (ROI) Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

24. Reasons for evaluating training • To identify the program’s strengths and weaknesses. • To assess whether the content, organisation and administration of the program contribute to learning and the use of training content on the job. • To identify which trainees benefited most or least from the program. • To gather data to assist in marketing programs. • To determine the financial benefits and costs of the program. • To compare the costs and benefits of training versus non-training investments. • To compare the costs and benefits of different training programs, so as to choose the best program. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

25. Evaluation designs • Pre-test/post-test with comparison group • Pre-test/post-test • Post-test only • Time series Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

26. Socialisation and orientation • Organisational socialisation: • The process by which new employees are transformed into effective members of a company. • Three phases: • Anticipatory socialisation • Encounter • Settling in Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

27. Orientation programs(see Table 10.9 for more detail) • Content of orientation programs • Company-level information • Department-level information • Miscellaneous Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

28. Table 10.10 Characteristics of effective orientation programs • Employees are encouraged to ask questions. • Program includes information on both technical and social aspects of the job. • Orientation is the responsibility of the new employee’s manager. • Debasement and embarrassment of new employees is avoided. • Formal and informal interactions with managers and peers occur. • Programs involve relocation assistance. • Employees are provided with information about the company’s products, services and customers. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar

29. Summary • Many companies are using new technology to give employees control of their learning and career development. • A systematic approach to training has been presented. • The key to successful training is to choose a method that will best accomplish the training objectives. • Training can contribute to effectiveness through establishing a link with the company’s strategic direction, and demonstrating return on investment. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar