Chapter 07Training

Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Human Resource Management:Gaining a Competitive Advantage

Learning Objectives

Discuss how training, informal and continuous learning, and knowledge management can contribute to companies’ business strategy.

Explain the manager’s role in identifying training needs and supporting training.

Conduct a needs assessment.

Evaluate employees’ readiness for training.

Discuss strengths and weaknesses of presentation, hands-on and group training methods.

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Learning Objectives

Explain potential e-learning training advantages.

Design a training session to maximize learning.

Choose an appropriate evaluation design based on training objectives and analysis of constraints.

Design a cross-cultural preparation program.

Develop a program for effectively managing diversity.

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Continuous & High-Leverage Training

• Training facilitates employees’ learning job-related knowledge, skills and behavior.

• Continuous learning requires employees to understand the entire work process, acquire and apply new skills and share what they have learned with others.

• High-leverage training is: linked to strategic business goals and

objectives, supported by top management, relies on an instructional design model, and is benchmarked to programs in other

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Training can...

Increase employees’ knowledge of foreign competitors and cultures.

Help ensure that employees have skills to work with new technology.

Help employees understand how to work effectively in teams to contribute to product and service quality.

Improve employee performance which leads to improved business results.

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Training can...

Ensure that the company’s culture emphasizes innovation, creativity and learning.

Ensure employment security by providing new ways for employees to contribute when their jobs change or interests change skills become obsolete

Prepare employees to work more effectively with each other.

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Formal and Informal Training

Training

Formal

training is

instructor

led and on-line

programs,

courses

and events

developed and

organized by the

company.

Informal

training is

learner

initiated,

involves

action and

doing, is

motivated

by an intent

to develop

and does

not occ

ur in

a form

al

learning

setti

ng.

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2 Types of Knowledge

Tacit Knowledge

• personal knowledge based on individual experience difficult to codify.

Explicit Knowledge

• well documented, easily articulated and transferred person to person.

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Key Features of Continuous Training

ContinuousTraining

Knowledge Management

Informal Learning

Formal Training &

Development

SupportsBusiness Strategy

Focus onPerformance

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Strategic Learning & Development Process

Business Strategy

Strategic Learning &Developme

nt Initiatives

Learning Activities Metrics

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The Training Process

1. Needs Assessment• Organizational, Person and Task Analysis

2. Ensuring Employees’• Readiness for training• Attitudes and motivation• Basic skills

3. Creating a Learning Environment• Identify learning objectives and training

outcomes• Meaningful material• Practice, feedback and observation of

others• Administering and coordinating program

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Designing Effective Training Activities

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4. Ensure Transfer of Training• Self-management strategies• Peer and manager support

5. Select Training Methods• Presentational Methods• Hands-on Methods• Group Methods

6. Evaluate Training Programs• Identify Training outcomes & evaluation

design• Cost-benefit analysis

Needs Assessment Process

Organization Analysis

Person Analysis

Task Analysis

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3 Factors to Choose Training

Company’s Strategic Direction

Available Training Resources

Support-Manager and Peers

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5 Factors That Influence Employee Performance and Learning

Person characteristic

s

Input

OutputConsequences

Feedback

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Task Analysis

Identify jobsDevelop task list

Identify knowledge, skills and abilities,

etc.

Validatetasks

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Factors That Influence Motivation to Learn

Self-Efficacy

Benefits or Consequences of Training

Work Environment

Basic Skills

Awareness of Training Needs

Goal Orientation

Conscientiousness

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Ensure Employee Motivation for Learning

Motivation to learn – trainee’s desire to learn the training

program’s content.

Self-efficacy- employees' belief that they can successfully learn the training program’s content.

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Ensuring Employee Readiness for Learning

To increase employees' self-efficacy level:1. Let employees know that the purpose of training is to

improve performance.

2. Provide information about the training program and purpose prior to actual training.

3. Show employees their peers’ training success.

4. Provide employees feedback that learning is under their control and they have the ability and responsibility to overcome

learning difficulties experienced in the program.

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SKILLS

Basic Skills

Cognitive Ability–verbal comprehension,

quantitative ability and

reasoning ability

Reading and Writing Abilities–level of difficulty of

written materials

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7 Conditions for Learning

1. Need to know why they should learn.

2. Meaningful training content.

3. Opportunities to practice or social network interaction.

4. Feedback.

5. Observe, experience, and interact with others.

6. Good program coordination and administration.

7. Commit training content to memory.

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Transfer of Training

Transferof

training

Climate fortransfer

Opportunity to uselearned capability

Technologicalsupport

Self-managementskills

Manager support

Peer support

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Selecting Training Methods

Presentation Methods Instructor-led classroom instruction Distance learning, teleconferencing &

webcasting Audiovisual techniques Mobile technologies

Hands-on Methods On-the-job training Self-directed learning Simulations Business games and case studies Behavior modeling Interactive video E-learning

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Evaluating Training Programs

OUTCOMECognitive Outcomes

Skill-based Outcomes

Affective Outcomes

Results

ROI

WHAT IS MEASUREDAcquisition of Knowledge

Behavior• Skills

• Motivation• Reaction to

Program• Attitudes

• Company Payoff

• Economic value of training

HOW MEASURED• Pencil and paper tests• Work sample

• Observation• Work sample• Ratings

Interviews• Focus groups• Attitude surveys

• Observation• Data from information

system or performance records

• Identification& cost comparison & program benefits

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Evaluation Designs

Pretest/Posttest with comparison group

Posttest only with comparison group

Pretest/Posttest

Posttest Only

Time Series

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Determining Return on Investment

Cost-benefit analysis - process of determining a training

program’s economic benefits using accounting methods.

Determine costs

Determine

benefitsMake the analysis

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Cross-Cultural Preparation

Expatriate- is an employee sent by a company to manage operations in a different country.

Expatriates need to be:1. Competent in their area of expertise.2. Able to communicate verbally and nonverbally

in host country.3. Flexible, tolerant of ambiguity and sensitive to

cultural differences.4. Motivated to succeed, able to enjoy the

challenge of working in other countries, and willing to learn about the host country’s culture, language and customs.

5. Supported by their families.

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3 Phases of Cross-Cultural Preparation

Phase One:Pre-departure

Phase

Phase Two:On-SitePhase

Phase Three:Repatriation

Phase

Inclusion

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Managing Diversity and Inclusion

Managing Diversity- is the process of creating an environment that allows all employees to contribute to organizational goals and experience personal growth.

2 Types of Diversity Training:1. Attitude awareness and change programs2. Behavior-based programs

2 Goals of Diversity Training and Inclusion:

1. Eliminate values, stereotypes, and managerial practices that inhibit employees’ personal development .

2. Allow employees to contribute to organizational goals regardless of their race, sexual orientation, gender, family status, religious orientation, or cultural background.

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Managing Diversity Programs

Top Management & Employee

Support

Recruit & Hire

Fair Treatment

Hold Managers

Accountable

Identify & Develop Talent

Improve Relationshi

ps with External

Stakeholders

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Socialization and Orientation

Organizational Socialization –is the process used to transform new employees into effective company members.

3 Phases of Socialization:

AnticipatorySocialization

Encounter Settling In

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Summary

Technological innovations, new product markets, and a diverse workforce have increased the need for companies to reexamine how their training practices contribute to learning.

The key to successful training is choosing the most effective training method.

Managing diversity and cross-cultural preparation are two training issues relevant to capitalize on a diverse workforce and global markets.

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