Introduction to Employee Training and Development-Ses 3

8/3/2019 Introduction to Employee Training and Development-Ses 3

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Introduction toEmployee Training andDevelopment


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Home Depot world largest homeimprovement retailer, with our 1500 stores in

U.S, Canada and Mexico. Every year about30,000 Home dept associates participates in

Training and Development activities designedto help their careers and improve the

companies productivity and customersatisfaction. The training activities includesprinted materials, distributed to stores, on siteinstructions and e-learning programs.


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The company is looking for training to betterdrive sales performance in the stores and tobuild leaders from within the company. Most

of the leadership development is done face toface, whereas e-learning, instructors andprinted material are available.


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Training &Development

CompetitiveAdvantage

Technology

HumanResource

Management

Stakeholders

Intellectual Capital


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What is training ?Planned effort of the company.

Employee learning of job related

competenciesCompetencies includes knowledge, skill, or

behaviors.

Goal is successful job performance.

Training bridges the differences between jobrequirements and employees presentspecification.


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Training and

DevelopmentTrainingDevelopmentContent:- TechnicalSkill and Knowledge

Purpose:- Specific Jobrelated

Duration: Short Term

For Whom : Mostly

Technical and non-managerial personnel

Content:- Managerialand behavioral skilland Knowledge

Purpose :- Conceptualand generalKnowledge

Duration: Long termTo Whom: Mostly formanagerial personnel.


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Benefit of Training to the

OrganizationLeads to improved profitability and positive

attitude.

Improves the job knowledge and skill at alllevels.

Improves the morale of the workforce

Improves relationship between boss andsubordinate, aids organisational development.

Improves labour management relation.

Aids in handling conflict, thereby helping to

prevent stress and tension.

fi di id l


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Benefit to Individual

Helps the individual make better decisionsand effective problem solving.

T&D leads to motivational variable ofrecognition, achievement, growth,responsibility

Helps a person handle stress, tension,

frustration and conflict.

Develops a sense of growth in learning.


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Benefit in Human Relations, Intra andIntergroup Relations and

ImplementationImproves communication between groups and

individuals.

Aids in orientation for new employees andthose taking new jobs through transfer orpromotion.

Improves interpersonal skill.


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Need for TrainingTo Match the Employee Specifications with theJob requirements and organisational needs.

Organisational Viability and TransformationProcess.

Technological Advances

Organisational Complexity

Human Relations

Change in the Job Assignment


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High leverage TrainingLinked to strategic business goals and

objectives.

Uses an instructional design process to ensuretraining is effective

Benchmarks various companies trainingprograms against other companies.


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Continuous LearningIt requires the employees to understand the

entire work system.

Relationship among their jobs, their workunits and the company.


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High LeverageTraining

Continuou

s learning

Performan

ceimprovement


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Designing Effective Training- TrainingDesign Process

ConductingNeedsAssessmentOrganizational Analysis

PersonAnalysisTaskAnalysis

EnsuringEmployeeReadiness for

Training Attitudes &

Motivation Basic Skill Creating a

LearningEnvironment

LearningObjectivesMeaningfulMaterialPracticeFeedback

EnsuringTransfer of

Training SelfManagement

Peer &Manager

DevelopinganEvaluationPlan identifyLearningoutcomes

Choose


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Cont

SelectingTrainingMethod

Traditional E-Learning

Monitoring &Evaluating theProgram

ConductEvaluationMake Changesto improve theprogram


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Stage 1- assessment

methodsTraining Content for different Categories ofEmployees

1. Supervisory Training- on the job & off theJob training e.g. production control, Activitycontrol, method control

2. Sales Training- company product,

customer, competitor, laws concerning sales.

3. Clerical Training- background knowledge,reports writing

4. Learning and Teaching.

S 2 D i i h


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Stage 2: Designing theTraining Programme

It should focus on

1. Instructional Objectives- based on intendedperformance objectives and result. It helps in

selecting the training material and methods.2. Learning Principles- these are

. All human beings can learn

. Individual should be motivated to learn

. Learning is active but not passive

. Learner may acquire knowledge more

rapidly with guidance.


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Time must be provided to practice learning.

Standards of performance should be set for

the learner.Learning is a cumulative process.

Learning should be goal oriented

Learning involves long run retention andimmediate acquisition of knowledge.


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Stage 2: Designing the

training programme

TrainingTime

LearnersJobProficiency

DiscouragingFirst Stage

Increasingreturns

Falseplateau

PeakProficiency

Over LearningPeriod


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Basicknowle

dge

Simpleknowledgeskill

Com

plexproblem

DepartmentalReview

Organiza

tionaldevelopment

Development period

Training

skill


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Stage 2- Principles of

trainingMotivation

Progress information

Reinforcement

Practice

Full vs. Part

Individual Differences


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Areas of Training

Organization provides training to theiremployees in the following areas:-

Company Policies and ProcedureTraining in specific Skill

Human Relation Training

Problem Solving TrainingManagerial and Supervisory Training

Apprentice Training


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The Forces influencing working

and learningGlobalization :- e.g. Starbucks coffee,

moved to China, extra competition for localmangers, SB researched that locals moved

from one local western company to anotherfor several reasons. To avoid localmanagement turnover, Starbucks emphasizedits casual culture and opportunities for

development.

Off shoring refers to the process of moving jobsfrom the United States to other locations in theworld.


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The need for Leadership :- Effectivemanagers are the key to employee retentionas they perform the basic management

function therefore managers should haveglobal leadership skills.

Increased value placed on IntangibleAssets and Human Capital :- A companyvalue includes three types of assets that arecritical for the company to provide goods andservices: financial assets, Physical assets andintangible assets.


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Human Capital Tacit Knowledge

Education Work related know-how

Work related competenceCustomer Capital

Customer relationship Brands

Customer loyalty Distribution Channels

Social Capital Corporate culture

Management philosophy Management practices

Informal networking systems

Coaching/mentoring relationshipsIntellectual Capital

Patents Copyrights

Trade secrets

Intellectual Property


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T&D has a direct influence on human and socialcapital because it affects education, workrelated know how and competence and work

relationships.

Intangible assets contributes to companyscompetitive advantage because they aredifficult to duplicate or imitate.

Knowledge workers are employee whocontribute to the company not through manuallabor but through what they know, about

customers or a specialized body of knowledge.


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Attracting and Retaining Talent:-Retention is an important part of talentmanagement. Talented employees are looking

for growth and a career path, which isattained by T&D.

Customer Service and Quality Emphasis


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American SocietyFor Training and

Development

Documents

Introduction to Employee Training and Development-Ses 3