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8/14/2019 T&D and Career Development - ppt.ppt
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Training Development andCareer Management
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Training vs. Development
Training
The process of
providing employees
with specific skills or
helping them correct
deficiencies in their
performance.
Current Job
Individual Employees
Immediate
Fix current skill deficit
May be seen as negative
Development
An effort to provide
employees with the
abilities the
organization will need
in the future
Current and future job
Work group and
organization Long term
Prepare for future work
demands
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Challenges in Training
Is trainingthe solution to the problem?
Are the goals of training clearand realistic?
Is training a good investment?
Will the training work?
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Managing the Training Process
Phase 1 - Needs Assessment Clarifying the objectives of training Organizational
Task
Person Phase 2 - Training and Conduct
Direct response to an organizational problem orneed
Approaches vary by location, presentation, andtype
Phase 3 - Evaluation Effectiveness of the training is assessed
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Managing the Training ProcessPhase 1 - Needs Assessment
Four Steps to Conducting a NeedsAssessments:Step 1. Perform a "Gap" Analysis.
Current situation (SKA) vs. Desired or necessary
situation The difference the "gap" between the current
and the necessary will identify our needs,purposes, and objectives. Problems or deficits
Impending change Opportunities
Strengths
New directions
Mandated training
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Managing the Training ProcessPhase 1 - Needs Assessment
Four Steps to Conducting a NeedsAssessments:
Step 2. Identify Priorities and Importance.
Examine each in view of their importance toyour organizational goals, realities, and
constraints
Cost-effectiveness
Legal mandates
Executive pressure
Population
Customers
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Managing the Training ProcessPhase 1 - Needs Assessment
Four Steps to Conducting a NeedsAssessments:
Step 3. Identify Causes Of Performance
Problems and/or Opportunities.
Are our people doing their jobs effectively?
Do they know how to do their jobs?
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Managing the Training ProcessPhase 1 - Needs Assessment
Four Steps to Conducting a NeedsAssessments:Step 4. Identify Possible Solutions and Growth
Opportunities.
Trainingmay be the solution, IFthere is aknowledge problem.
Organization Development Activitiesmay providesolutions when the problem is not based on alack of knowledge and is primarily associated
with systematic change strategic planning organization restructuring
performance management
effective team building
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Managing the Training ProcessPhase 2 -The Training and Conduct Phase
The training program that results fromassessment should be a direct response
to an organizational problem or need.
Approaches vary by Location
Presentation
Type
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Managing the Training ProcessPhase 2 -The Training and Conduct Phase Location OptionsOJT
Job rotation Moving a trainee from department to department to broaden
his or her experience and identify strong and weak points.
Apprenticeships A structured process by which people become skilled
workers through a combination of classroom instruction andon-the-job training.
Internships
Advantages
Can be inexpensive to implement Immediate feedback
Disadvantages Can be costly in customer satisfaction Wide variation in quality and content of teaching
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Managing the Training ProcessPhase 2 -The Training and Conduct Phase Location OptionsOff- the-job Training
Simulated training
Training employees on special off-the-job equipment so training costsand hazards can be reduced.
Role Playing
Creating a realistic situation in which trainees assume the roles of persons inthat situation.
Corporate universities Provides a means for conveniently coordinating all the companys training
efforts and delivering Web-based modules that cover topics from strategicmanagement to mentoring.
In-house development centers
A company-based method for exposing prospective managers to realisticexercises to develop improved management skills.
Advantages
More conducive to learning/less distractions
Disadvantages
Learning may not transfer back to job
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Managing the Training ProcessPhase 2 -The Training and Conduct Phase Presentation Options
Slides and Videotapes
Teletraining
Computers
Simulations
Replicate job demands at off-site facility
Virtual Reality (VR)
The use of a number of technologies to replicatethe entire real-life working environment in real time
Classroom Instruction and Role-plays
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Managing the Training ProcessPhase 2 -The Training and Conduct Phase Types of Training
Skills Training
job aids
External sources of information that provide job relatedinformation
Retraining
Cross-functional Training
Team Training
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Managing the Training ProcessPhase 2 -The Training and Conduct Phase Types of Training
Creativity Trainingbrainstorming
Literacy Training
Diversity Training
Crisis Training
Customer Service Training
Ethics Training
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Managing the Training ProcessPhase 3 - The Evaluation Phase
Monetary Assessment ROI (return on investment) of training
ROI = (Training BenefitsTraining Costs)/(Training
Costs) x 100 = (Net Training Benefits)/(TrainingCosts) x 100
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Managing the Training ProcessPhase 3 The Evaluation PhaseKirkpatrick
Model Level 1: Reaction
Were the participants pleased?
What do they plan to do with what they learned?
Level 2: Learning
What skills, knowledge, or attitudes have changed? By how much?
Level 3: Behavior
Did the participants change their behavior based on what
was learned in the program? Level 4: Results
Did the change in behavior positively affect theorganization?
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Managing the Training ProcessPhase 3 - The Evaluation Phase
Legal Issues in Training
The major requirement here is that
employees must have access to training and
development programs in a nondiscriminatoryfashion
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Orienting Employees
Employee orientation A procedure for providing new employees
with basic background information about thefirm
Orientation content Information on employee benefits
Personnel policies
The daily routine Company organization and operations
Safety measures and regulations
Facilities tour
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Orienting Employees
A successful orientation shouldaccomplish four things for new
employees:
Make them feel welcome and at ease. Help them understand the organization in a
broad sense.
Provide a Realistic Job Preview (RJP) Make clear to them what is expected in terms of
work and behavior.
Help them begin the process of becoming
socialized into the firms ways of acting and
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CHAPTER 9
Developing Careers
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Chapter Objectives Establish a sound
process for helping
employees develop their
careers
Understand how todevelop your own career
Identify the negative
aspects of an
overemphasis on careerdevelopment
Establish an
organizational culture
that supports careerdevelo ment
Key Terms Career development
Job Rotation
Mentoring
Promotability Forecast
Succession Planning
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Term(s)
Career development An ongoing and formalized effort that focuses
on developing enriched and more capable
workers.
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Challenges in Career
Development Who will be responsible?
The Individual
The Manager
The Organization
How much emphasis is appropriate?
How will the needs of a diverse
workforce be met?
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Challenges in Career
Development The Individual
Accept responsibility for your own career
Assess your interests, skills, and values
Seek out career information and resources Establish goals and career plans
Utilize development opportunities
Talk with your manager about your career
Follow through on realistic career plans
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Challenges in Career
Development The Manager
Provide timely performance feedback
Provide developmental assignments and
support Participate in career development discussions
Support employee development plans
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Challenges in Career
Development The Organization
Communicate mission, policies, and
procedures
Provide training and developmentopportunities
Provide career information and career
programs
Offer a variety of career options
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Career Development
The Assessment Phase
The Direction Phase
The Development Phase
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Career DevelopmentThe Assessment Phase
Self-Assessment
Career workbooks & Career-
planning workshops Skills Assessments
Interest Inventory
Values Clarification
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Career DevelopmentThe Assessment Phase
Organizational Assessment
Psychological Testing
Performance Appraisals Assessment Centers
Promotability Forecast
Succession Planning
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Career DevelopmentThe Direction Phase
Individual Career Counseling
Information Services
Job-posting systems
Skills inventories
Career paths
Career resource center
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Career DevelopmentThe Development Phase
Mentoring process in which a more experienced person
supports and aids a less experienced person inhis/her professional or personal development
Job Rotation individual is moved through a schedule of assignments
designed to give him or her a breadth of exposure tothe entire operation.
also practiced to allow qualified employees to gainmore insights into the processes of a company and toincrease job satisfaction through job variation.
Tuition Assistance Programs
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C
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Career DevelopmentInnovative Corporate Career Development
Initiatives Provide each employee with an individual
budget
Offer on-site or online career centers
Encourage role reversal Establish a corporate campus
Help organize career success teams
Provide career coaches
Provide career planning workshops
Utilize computerized on- and offline career
development programs
Establish a dedicated facility for career
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Career Self-Assessment
Does what youre doing for workresonate with your values?
Do you find your work to be meaningful?
How does your organization treat you?
How do you use your talents at work?
What is your manager like?
What is your life like?
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Guidelines for Todays Leaders
Take an entrepreneurial perspective
Embrace chaos
Some risk is needed
Breadth is the key
Soft-skills can make or break you
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Self-Development: Development
Suggestions
1. Create your own personal missionstatement
2. Take responsibility for your own
direction and growth3. Make enhancement, rather than
advancement, your priority
4. Talk to people in positions to which youaspire and get their suggestions on how
to proceed
5. Set reasonable goals
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Self-Development: Advancement
Suggestions
1. Remember that performance in yourfunction is important, but interpersonal
performance is critical
2. Set the right values and priorities3. Provide solutions, not problems
4. Be a team player
5. Be customer oriented
6. Act as if what you are doing makes a
difference