Welcome to the Winters 2011 Welcome to the Winters 2011 Class ofClass of

Employee Training and DevelopmentEmployee Training and Development

Saturday January 15,2011.Saturday January 15,2011.

Reference Book by Raymond A Noe Reference Book by Raymond A Noe

Third EditionThird Edition

IntroductionIntroduction

TARIQ SAEEDTARIQ SAEED

Ex – Head of Human Resources (13 Years)Ex – Head of Human Resources (13 Years)

Johnson & Johnson Pakistan Johnson & Johnson Pakistan

16yrs + in HR & another 24+ in ops / admin16yrs + in HR & another 24+ in ops / admin

Sports, Sp CricketSports, Sp Cricket

Associations -HR Forums , TRG , EFP etcAssociations -HR Forums , TRG , EFP etc

International affairs, geo politics/ strategyInternational affairs, geo politics/ strategy

Watching TV , News / updates + Music Watching TV , News / updates + Music

Class Participants IntroductionClass Participants Introduction

Class Participants IntroductionClass Participants Introduction

FIVE POINTS :FIVE POINTS :

Name in fullName in full

Highest Qualification Held / Area of Highest Qualification Held / Area of ExpertiseExpertise

Name of Organization working withName of Organization working with

Position in the Organization / no of yearsPosition in the Organization / no of years

Any unique specialty / identical interest Any unique specialty / identical interest

Introduction to Employee Introduction to Employee Training and DevelopmentTraining and Development

Chapter oneChapter one

Reference Book by Raymond A Noe Reference Book by Raymond A Noe

Third EditionThird Edition

Introduction Introduction (1 of 3)(1 of 3)

Training can contribute to the Training can contribute to the competitivenesscompetitiveness of successful companies. of successful companies.We can illustrate this established fact by We can illustrate this established fact by giving examples of many companies. giving examples of many companies. Some of them are : Boston Pizza Some of them are : Boston Pizza International, Bowater’s Coated and International, Bowater’s Coated and Specialty Paper Division, Ameri- credit, and Specialty Paper Division, Ameri- credit, and Home Depot . ( Mentioned in our Book ) Home Depot . ( Mentioned in our Book )

Competitiveness – Competitiveness – refers to a refers to a company’s ability to maintain and gain company’s ability to maintain and gain market share in an industrymarket share in an industry

Introduction Introduction (2 of 3)(2 of 3)

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

Issues affecting companies and influencing Issues affecting companies and influencing training practices are:training practices are:–customer servicecustomer service–employee retention and growthemployee retention and growth–doing more with lessdoing more with less–quality and productivityquality and productivity

Introduction Introduction (3 of 3)(3 of 3)

The The training practicestraining practices have helped these have helped these companies tocompanies to::– grow the business, andgrow the business, and– improve customer service, byimprove customer service, by– providing employees with the knowledge and providing employees with the knowledge and

skills they need to be successfulskills they need to be successful

Human Resource ManagementHuman Resource Management

Refers to the policies, practices, and Refers to the policies, practices, and systems that influence employees’:systems that influence employees’:– behaviorbehavior– attitudesattitudes– performanceperformance

HRM practices play a key role in HRM practices play a key role in attractingattracting, , motivatingmotivating, , rewardingrewarding, and , and retainingretaining employeesemployees

What is training?What is training?

TrainingTraining refers to a planned effort by a refers to a planned effort by a company to facilitate employees’ learning company to facilitate employees’ learning of job-related competencies ( KSAO’s) of job-related competencies ( KSAO’s) critical for successful job performance.critical for successful job performance.

The goal of training is for employees toThe goal of training is for employees to–master the knowledge, skill, and behaviors master the knowledge, skill, and behaviors

emphasized in training programs, andemphasized in training programs, and–apply them to their day-to-day activitiesapply them to their day-to-day activities

A Recent Finding -! Training is a tool to A Recent Finding -! Training is a tool to gain Competitive Advantagegain Competitive Advantage

TrainingTraining involves more than just basic involves more than just basic skills developmentskills development

It’s a way to create intellectual capital:It’s a way to create intellectual capital:

1.1.Basic skills(need to perform one’s job.Basic skills(need to perform one’s job.

2.2.Advanced skills( eg use of technology and Advanced skills( eg use of technology and knowledge , understanding of customer or knowledge , understanding of customer or manufacturing system )manufacturing system )

The best use of both these skills is the The best use of both these skills is the Competitive AdvantageCompetitive Advantage

High-Leverage TrainingHigh-Leverage Training

Linked to strategic goals and objectivesLinked to strategic goals and objectives

Uses an instructional design process to Uses an instructional design process to ensure that training is effectiveensure that training is effective

Compares or benchmarks the company’s Compares or benchmarks the company’s training programs against training training programs against training programs in other companiesprograms in other companies

Creates working conditions that encourage Creates working conditions that encourage continuous learningcontinuous learning

Continuous Learning Continuous Learning (1 of 2)(1 of 2)

Continuous Learning – Continuous Learning – requires requires employees to understand the entire work employees to understand the entire work system including the relationships among:system including the relationships among:– their jobstheir jobs– their work unitstheir work units– the entire companythe entire company

Continuous Learning Continuous Learning (2 of 2)(2 of 2)

EmployeesEmployees are expected to: are expected to:– acquire new skills and knowledgeacquire new skills and knowledge– apply them on the jobapply them on the job– share this information with other employeesshare this information with other employees

ManagersManagers take an active role: take an active role:– in identifying training needsin identifying training needs– helping to ensure that employees use training helping to ensure that employees use training

in their workin their work

Training and PerformanceTraining and Performance

Emphasis on high-leverage training has Emphasis on high-leverage training has been accompanied by a movement to link been accompanied by a movement to link training to performance improvementtraining to performance improvement

Training is used to improve employee Training is used to improve employee performanceperformance

This leads to improved business resultsThis leads to improved business results

Training and Performance: Training and Performance: Today’sToday’s EmphasisEmphasis (1 of 2)(1 of 2)

Providing educational opportunities for all Providing educational opportunities for all employeesemployees

An on-going process of performance An on-going process of performance improvement that is directly measurableimprovement that is directly measurable– not one-time training eventsnot one-time training events

The need to demonstrate the benefits of The need to demonstrate the benefits of trainingtraining– to executives, managers, and traineesto executives, managers, and trainees

Training and Performance: Training and Performance: Today’s Today’s EmphasisEmphasis (2 of 2)(2 of 2)

Learning as a lifelong eventLearning as a lifelong event– senior management, training managers, and senior management, training managers, and

employees have ownershipemployees have ownership

Training used to help attain strategic Training used to help attain strategic business objectivesbusiness objectives– helps companies gain a competitive helps companies gain a competitive

advantageadvantage

Instructional System Design Instructional System Design (ISD)(ISD)

Refers to a process for designing and Refers to a process for designing and developing training programsdeveloping training programs

There is not one universally accepted ISD There is not one universally accepted ISD modelmodel

ISD process should be:ISD process should be:– systematicsystematic– flexible enough to adapt to business needsflexible enough to adapt to business needs

Assumptions of ISD ApproachesAssumptions of ISD Approaches (1 of 2)(1 of 2)

Training design is effective only if it helps Training design is effective only if it helps employees reach instructional or training employees reach instructional or training goals and objectivesgoals and objectives

Measurable learning objectives should be Measurable learning objectives should be identified before trainingidentified before training

Assumptions of ISD ApproachesAssumptions of ISD Approaches (2 of 2)(2 of 2)

Evaluation plays an important part in:Evaluation plays an important part in:– planning and choosing a training methodplanning and choosing a training method– monitoring the training programmonitoring the training program– suggesting changes to the training design suggesting changes to the training design

processprocess

The ISD Approach The ISD Approach

Seven steps process based on principles of Seven steps process based on principles of Instructional System Design ( ISD ), is Instructional System Design ( ISD ), is sometimes also referred to as the ADDIE sometimes also referred to as the ADDIE model(analysis ,design , development, model(analysis ,design , development, implementation and evaluation ).implementation and evaluation ).in this system , the first two steps are related in this system , the first two steps are related to analysis ,next three steps are design to analysis ,next three steps are design issues ,while the last two steps relate to issues ,while the last two steps relate to evaluation evaluation : :

,,

Seven steps process - TrainingSeven steps process - Training Conduct a need analysis or assessment (TNA)Conduct a need analysis or assessment (TNA) Ensure employee readiness for training Ensure employee readiness for training

(attitudes , motivation and basic skills)(attitudes , motivation and basic skills) Create a learning environment to enable learningCreate a learning environment to enable learning Enable transfer of training(self +peer +manager Enable transfer of training(self +peer +manager

supported)supported) Develop an evaluation plan(identify learning Develop an evaluation plan(identify learning

outcomes , chose an evaluation design + using outcomes , chose an evaluation design + using cost –benefit analysiscost –benefit analysis

Choosing training method(traditional face to Choosing training method(traditional face to face +e learning using CD-ROM , Web-based)face +e learning using CD-ROM , Web-based)

Monitoring and Evaluating (conduct evaluation Monitoring and Evaluating (conduct evaluation +make changes to improve programs )+make changes to improve programs )

Training Design ProcessTraining Design Process

Conducting Needs Assessment

Ensuring Employees’ Readiness for

TrainingCreating a Learning

Environment

Ensuring Transfer of Training

Developing an Evaluation Plan

Select Training Method

Monitoring and Evaluating the

Program

DETERMINING TRAINING NEEDSDETERMINING TRAINING NEEDS

What deficiencies, if any, do What deficiencies, if any, do incumbents have in the skills, incumbents have in the skills, knowledge, or abilities knowledge, or abilities required to exhibit the required to exhibit the necessary job behaviors?necessary job behaviors?

What are the organization’s goals?

Is there a need

for training?

What behaviors are necessary for each job incumbent to complete

his or her arranged tasks?

What tasks must be completed to achieve their goals?

ENVIRONMENT Unions

EconomyLaws

ORGANIZATON ANALYSIS

Objectives Resources Allocation of

resources

Training Need?

OPERATIONS ANANLYSIS

Specific behavior: What an employee must do in order to perform job effectively

Yes

Alternative solutions

No

Training Need?

PERSON ANALYSIS

Knowledge Skills Attitudes

Alternative solutions

No (a) current level of Performance

(b) Optimal level of Performance

TrainingNeed?

Alternative solutions

Yes

Training Cycle

No

TRAINING NEEDS ASSESSMENTS MODEL

ASSESSMENT PHASE

TRAINING AND DEVELOPMENT PHASE

EVALUATION PHASE

Assess Instructional

Need

Derive Objectives

Select Training Media and Learning

Principles

Develop CriteriaDevelop Criteria

Pretest TrainingPretest Training

Monitor TrainingMonitor Training

Evaluate TrainingEvaluate Training

FeedbackFeedback

Evaluate TransferEvaluate Transfer

Evaluate TransferEvaluate Transfer

TRAINING AND DEVELOPMENT PROCESS - MODEL

Forces Influencing the WorkplaceForces Influencing the Workplaceand Training: and Training: (1 of 2)(1 of 2)

GlobalizationGlobalization

Need for leadershipNeed for leadership

Increased value placed on knowledgeIncreased value placed on knowledge

Attracting and retaining talentAttracting and retaining talent

Customer service and quality emphasisCustomer service and quality emphasis

Forces Influencing the WorkplaceForces Influencing the Workplaceand Training: and Training: (2 of 2)(2 of 2)

Changing demographics and diversity of Changing demographics and diversity of the work forcethe work force

New technologyNew technology

High-performance models of work systemsHigh-performance models of work systems

Economic changesEconomic changes

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

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

Every employee in the company receives Every employee in the company receives training in qualitytraining in quality

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

Core Values of TQM Core Values of TQM (2 of 2)(2 of 2)

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

Managers measure progress with Managers measure progress with feedback based on datafeedback based on data

Categories and Point Values for the Malcolm Categories and Point Values for the Malcolm Baldrige National Quality Award ExaminationBaldrige National Quality Award Examination

Leadership 120 points

Measurement Analysis and Knowledge Management 90 points

Strategic Planning 85 points

Human Resource Focus 85 points

Process Management 85 points

Business Results 450 points

Customer and Market Focus 85 points

Total Points 1,000 points

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

CommunicatingCommunicating effectively with effectively with employees from a wide variety of employees from a wide variety of backgroundsbackgrounds

Coaching, training and developingCoaching, training and developing employees of different ages, educational employees of different ages, educational backgrounds, ethnicities, physical abilities, backgrounds, ethnicities, physical abilities, and racesand races

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

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

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

4. Creativityargument

5. Problem-solving

argument

6. Systemflexibilityargument

2. Resource-acquisitionargument

3. Marketingargument

1. Costargument

How Managing Cultural Diversity Can How Managing Cultural Diversity Can Provide Competitive AdvantageProvide Competitive Advantage

Use of new technology and work design needs Use of new technology and work design needs to be supported by specific HRM practices: to be supported by specific HRM practices: (1 of (1 of 2)2)

Employees choose or select new employees Employees choose or select new employees or team membersor team members

Employees receive formal performance Employees receive formal performance feedback and are involved in the feedback and are involved in the performance improvement processperformance improvement process

Ongoing training is emphasized and Ongoing training is emphasized and rewardedrewarded

Rewards and compensation are linked to Rewards and compensation are linked to company performancecompany performance

Use of new technology and work design needs Use of new technology and work design needs to be supported by specific HRM practices: to be supported by specific HRM practices: (2 of (2 of 2)2)

Equipment and work processes encourage Equipment and work processes encourage maximum flexibility and interaction between maximum flexibility and interaction between employeesemployees

Employees participate in planning changes Employees participate in planning changes in equipment, layout, and work methodsin equipment, layout, and work methods

Employees understand how their jobs Employees understand how their jobs contribute to the finished product or servicecontribute to the finished product or service

1 - 1 - 3939

Training Investment LeadersTraining Investment LeadersU.S. employers spend approximately $59 U.S. employers spend approximately $59 billion on formal training per yearbillion on formal training per year– Approximately 1 to 2 percent of their payrollApproximately 1 to 2 percent of their payroll

Training Investment Leaders invest 3 to 5 Training Investment Leaders invest 3 to 5 percent of payroll in trainingpercent of payroll in training– They train almost all eligible employeesThey train almost all eligible employees– Employees spend twice as much time training Employees spend twice as much time training

as those in Benchmark firmsas those in Benchmark firms– They make a larger investment in learning They make a larger investment in learning

technologies.technologies.

Comparison of Training Investment Leaders Comparison of Training Investment Leaders and Benchmark Companies and Benchmark Companies (1 of 2)(1 of 2)

Benchmark Company

Investment Leader

Percent of eligible employees being trained 78% 91%

Amount of training received per employee 24 hours 57 hours

Amount spent on training:

Percentage of payroll

Per employee

2%

$734

4%

$1,647

Comparison of Training Investment Leaders Comparison of Training Investment Leaders and Benchmark Companies and Benchmark Companies (2 of 2)(2 of 2)

Benchmark Company

Investment Leader

Average total spent $3.6m $11.1m

Percent of training delivered using learning technology

11% 22%

Percent training time in classroom 77% 61%

Who Provides Training?

Who Is In Charge of Training?

Roles and Competencies of Roles and Competencies of TrainersTrainers

RolesRoles CompetenciesCompetencies

Analysis/Assessment RoleAnalysis/Assessment Role Industry understanding; computer competence; data analysis Industry understanding; computer competence; data analysis skill; research skillskill; research skill

Development RoleDevelopment Role Understanding of adult learning; skills in feedback; writing, Understanding of adult learning; skills in feedback; writing, electronic systems, and preparing objectiveselectronic systems, and preparing objectives

Strategic RoleStrategic Role Career development theory; business understanding; Career development theory; business understanding; delegation skills; training and development theory; computer delegation skills; training and development theory; computer competencecompetence

Instructor/Facilitator RoleInstructor/Facilitator Role Adult learning principles; skills related to coaching, feedback, Adult learning principles; skills related to coaching, feedback, electronic systems, and group processeselectronic systems, and group processes

Administrator RoleAdministrator Role Computer competence; skills in selecting and identifying Computer competence; skills in selecting and identifying facilities; cost-benefit analysis; project management; records facilities; cost-benefit analysis; project management; records managementmanagement

Why is employee development Why is employee development important?important?

Employee development is a necessary Employee development is a necessary component of a company’s efforts to:component of a company’s efforts to:– Improve qualityImprove quality

– Retain key employeesRetain key employees

– Meet the challenges of global competition and Meet the challenges of global competition and social changesocial change

– Incorporate technological advances and changes Incorporate technological advances and changes in work designin work design

Comparison Between Training and Comparison Between Training and DevelopmentDevelopmentTrainingTraining DevelopmentDevelopment

FocusFocus CurrentCurrent FutureFuture

Use of work Use of work experiencesexperiences

LowLow HighHigh

GoalGoal Preparation for current jobPreparation for current job Preparation for changesPreparation for changes

ParticipationParticipation RequiredRequired VoluntaryVoluntary

Approaches to Employee Approaches to Employee DevelopmentDevelopment

Formal Education

Assessment

Job Experiences

Interpersonal Relationships

Additional study on Employee, Additional study on Employee, Training & Development from Training & Development from

other sources :other sources :

Background Study of the Subject from Basic Background Study of the Subject from Basic HR Perspective:HR Perspective:

LearningLearning

TrainingTraining

DevelopmentDevelopment

Organizational DevelopmentOrganizational Development

Change ManagementChange Management

EducationEducation

Reference study from the book:Reference study from the book:

Define the following:Define the following:LearningLearning

TrainingTraining

DevelopmentDevelopment

Assignments on Employee Training Assignments on Employee Training and Development:and Development:

Conduct a personal interview with a manager. Conduct a personal interview with a manager. Ask him to describe the role that training plays in Ask him to describe the role that training plays in his company and the processes and procedures his company and the processes and procedures do they follow? do they follow?

Interview the training manager of the same Interview the training manager of the same company and discuss the policies and system of company and discuss the policies and system of training .Also ask him how training has changed training .Also ask him how training has changed during last five years and how does he/she during last five years and how does he/she believes it will change in future. believes it will change in future.