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p Introduction to

t Employee Training e and Development r

1

Introduction (1of 2)

LPI illustrate how training can contribute to companies' competitiveness

11111 Customer service

11 Employee retention

11 Growth

1111 Doing more with less

1111 Quality

1111 Productivity

ALL INFLUENCE TRAINING PRACTICES

Competitiveness - a company's ability to maintain and gain market share in an industry

Introduction (2 of 2)

11 Although they are in different types of businesses, they each have training practices that have helped them gain a competitive advantage in their markets

11 The training practices have helped Verizon Wireless and Home Depot:

11 grow the business, and

11 improve customer service, by

11 providing employees with the knowledge and skills they need to be successful

Example: Verizon's CS employees receive 96 hours of training annually

11 Simulation,classroom instruction, on-the-job training (blended)

Human Resource Management

Refers to the:

11 Policies, practices, and systems that influence employees':

11 behavior

attitudes

11 performance

HRM practices play a key role in attracting, motivating, rewarding, and retaining employees

What is Training?

11 Training - a planned effort by a company to facilitate employees' learning of job-related competencies

Competencies- knowledge, skills or behavior critical for successful job performance

Pilot

Elementary teacher teaching math

"Adult" College Student

11 The goal of training is for employees to:

master the knowledge,skill,and behaviors emphasized in training programs,and

apply them to their day-to-day activities

High-Leverage Training

11 It's a broader perspective outlook to t&d

11 Linked to strategic goals and objectives

Uses an instructional design process to ensure that training is effective

11 Compares or benchmarks the company's training programs against training programs in other companies

11 Creates working conditions that encourage continuous learning

Continuous Learning (1of 2)

Requires employees to understand the entire work system including the relationships among:

their jobs

11 their work units

the entire company

Continuous Learning (2 of 2)

Employees are expected to:

11 acquire new skills and knowledge

apply them on the job

share this information with other employees

Managers take an active role:

11 in identifying training needs

helping to ensure that employees use training in their work

Training and Performance

Companies have lost money on training because of poor design, not linked to performance problem or business strategy,or outcomes not evaluated

Emphasis on high-leverage training and accompanied by a movement to link training to performance improvement

Training is used to improve employee performance

This leads to improved business results

..

Training Design Process

FIGURE 1.1 Training Design Process

Conducting Needs Assessment Ensuring Employees' 9reating a Learr:_!ng Environment

Organizational Analysis Readiness for Training

Learning Objectives

Person Analysis Att;tudes and Motivation Meaningful Material '

Task Analysis Basic Skills Practice

Feedback

Community of Learning 9eveloping an Evaluation Pl n (:nsu ing Transfer.ofTrainin9 Modeling

Identify Learning Outcomes Self-Management - Program Administration Choose Evaluat1on Design Peer and Manager

Plan Cost-Benefit Analysis Support

I

Selecting Training Method Monitoring and Evaluating

Traditional the Program

E-learning Conduct Evaluation

Make Changes to

Improve the Program

Instructional System Design (ISO)

Figure 1.1is based on principles of ISD

Refers to a process for designing and developing training programs

There is not one universally accepted ISD model

ISD process should be:

11 Systematic (don't chose the training method before determining training needs and training may not even be necessary)

flexible enough to adapt to business needs

11 Some training professionals argue that ISD is flawed:

1. Training design process is not "neat" or orderly

2. Some organizations require trainers to provide detailed documents of each activity-adds time and money

..

Assumptions of lSD Approaches (1of 2)

Training design is effective only if it helps employees reach

instructional or training goals and objectives

Measurable learning objectives should be identified before

training

II ASSBAT

Assumptions of ISD Approaches (2 of 2)

Evaluation plays an important part in:

11 planning and choosing a training method

11 monitoring the training program

11 suggesting changes to the training design process

Forces Influencing the Workplace and Training: (1of 2)

lization

Offshoring (relocation of business)

Cross-Cultural Training (Customer/Employee-Immigrant)

Need for leadership

85/o of Fortune 500 say they don't have enough employees with

global leadership skills

Employee development/succession planning-Ch 9/10

Increased value placed on intangible assets and human capital focus

on link to business strategy

Attracting and retaining talent

Customer service and quality emphasis {TQM/Six Sigma)

Forces Influencing the Workplace and Training:

(2 of 2)

Changing demographics and diversity of the work force

New technology

High-performance models of work systems

Work teams/Cross training/Virtual teams

Economic changes

..

Intangible Assets

Cannot be touched and are nonmonetary, however equally as valuable

as fmancial and physical assets. They include:

human capital (attributes, life experience, knowledge,

inventiveness, energy, enthusiasm)

customer capital (suppliers, customers, vendors)

social capital (relationships within the company)

intellectual capital (knowledge that exists within the company)

Increasing Intangible Assets

11 Increase human capital by focusing on attracting, developing, and retaining knowledge workers

A management style of developing and empowering employees

11 Capability to adapt to change

Learning organization- embraces a culture of lifelong learning,enabling all employees to continually acquire and share knowledge

Core Values of Total Quality Management (TQM) (1of 2)

11 Methods and processes are designed to meet the needs of internal and external customers

11 Every employee in the company receives training in quality

11 Quality is designed into a product or service so that errors are prevented from occurring,rather than being detected and corrected

Core Values of TQM (2 of 2)

The company promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs

Managers measure progress with feedback based on data

...

ISO 9000:2000 quality standards

The ISO 9000:2000 standards were developed by the

International Organization for Standardization (ISO) in Geneva,

Switzerland

ISO 9000 is the name of a family of standards

II ISO 9001

II ISO 9004

Six Sigma process

The six sigma process refers to:

11 measuring processes

11 analyzing processes

improving processes

controlling processes

0

Comparison of the Age of the 2004 and 2014 Labor

Force

FIGURE 1...2 Comparison of

the Age of tb.e

2004 and 2014

Labor Force

Source: Bat cd em

[\t l(lO si, "LabOI'

Force Projections tn

2014: Rc iring;

noomeffi," A'lonrh i'

l.afN.n' Rt'vie\1'

(November :20()5 ):

2004 2014

16 to 24 years old

D25 to 54 years old Q 55 years and older

Skills Needed to Manage a Diverse Work Force: (1of 2)

11 Communicating effectively with employees from a wide variety of

backgrounds

11 Coaching, training and developing employees of different ages,

educational backgrounds, ethnicities, physical abilities, and races

Skills Needed to Manage a Diverse Work Force: (2 of2)

Providing perFormance feedback that is free of values and stereotypes based on gender,ethnicity,or physical handicap

Creating a work environment that allows employees of all backgrounds to be creative and innovative

How Managing Cultural Diversity Can Provide Competitive Advantage

4. Creativity

argument

New Technology

11 Internet has created a new business model:

e-commerce

11 Advantages of technology:

11 reduced travel costs

11 greater accessibility to training

consistent delivery

ability to access experts

share learning

creating a learning environment

greater use of a contingent work force

Independent contractors, on-call workers, temp workers, contact workers

High-Performance Models of

Work Systems

11 Work teams- involve employees with various skills who interact to assemble a product or provide a service

11 Cross training- training employees in a wide range of skills so they can fill any of the roles needed to be performed on the team

11 Virtual teams- separated teams relying almost exclusively on technology to interact and complete their projects

-

Training Facts & Figures Cont'

Most companies offer: Safety

Leadership

Quality

Diversity

Time management

Communication skills

NEO

Customer Service

Sexual Harassment

11 Performance

Appraisals

11 Hiring/interviewing