1、Introduction to EmployeeTraining and DevelopmentChapter 1Learning Objectives Discuss the forces influencing the workplace and learning,and explain how training can help companies deal with these forces Draw a figure or diagram and explain how training,development,informal learning,and knowledge mana
2、gement contribute to business success Discuss various aspects of the training design processLearning ObjectivesDescribe the amount and types of training occurring in U.S.companiesDiscuss the key roles for training professionalsIdentify appropriate resources(e.g.,journals,websites)for learning about
3、training research and practiceIntroductionCompetitivenessCompetitiveness:Ability to maintain and gain market share in an industryHuman resource managementHuman resource management:Policies,practices,and systems that influence employees behaviour,attitudes,and performanceStakeholdersStakeholders:All
4、parties that have an interest in seeing that the company succeedsTraining and Development:Key Components of LearningLearningLearning:Acquiring knowledge,skills,competencies,attitudes,or behaviorsHuman capitalHuman capital:Refers to:Knowledge(know what)Advanced skills(know how)System understanding an
5、d creativity(know why)Motivation to deliver high-quality products and services(care why)Figure 1.1-The Business Role of Training and DevelopmentInformal LearningLearningHuman CapitalPerformance Improvement Reach Business GoalsTraining and Development:Key Components of LearningTrainingTraining:Facili
6、tates learning job-related competencies,knowledge,skills or behaviorDevelopmentFuture focusedIncludes:Formal education,job experiences,relationshipAssessments of personality,skills,and abilitiesFormal training and developmentPrograms,courses,and events that are developed and organized by the company
7、Training and Development:Key Components of LearningInformal learningLearner initiatedOccurs without a trainer or instructor Motivated by an intent to developDoes not occur in a formal learning settingBreadth,depth,and timing is controlled by the employeeExplicit knowledgeWell documented,easily artic
8、ulated,and easily transferred from person-to-personTraining and Development:Key Components of LearningPrimary focus of formal training and developmentTacit knowledgePersonal knowledge based on individual experiences that is difficult to codifyResult of informal learningKnowledge managementProcess of
9、 enhancing company performance by designing and implementing:Tools,processes,systems,structures,and cultures to improve the creation,sharing,and use of knowledgeDesigning Effective TrainingTraining design processSystematic approach for developing training programsBased on the principles of Instructi
10、onal System Design(ISD)ADDIE model-Analysis,design,development,implementation,and evaluationShould be systematic yet flexible to adapt to business needsFigure 1.2-Training Design Process1.Conducting Needs 1.Conducting Needs AssessmentAssessmentOrganizational AnalysisOrganizational AnalysisPersonal A
11、nalysisPersonal AnalysisTask AnalysisTask Analysis2.2.Ensuring Employees Ensuring Employees Readiness for TrainingReadiness for TrainingAttitudes and MotivationAttitudes and MotivationBasic SkillsBasic Skills3.3.Creating a Learning Creating a Learning EnvironmentEnvironmentLearning ObjectivesLearnin
12、g ObjectivesMeaningful MaterialMeaningful MaterialPracticePracticeFeedbackFeedbackCommunity of LearningCommunity of LearningModelingModelingProgram AdministrationProgram Administration4.Ensuring Transfer of TrainingSelf-ManagementPeer and Manger Support5.Developing an Evaluation PlanIdentify Learnin
13、g OutcomesChoose Evaluation DesignPlan Cost-Benefit Analysis6.6.Selecting Training Selecting Training MethodMethodTraditionalTraditionalE-LearningE-Learning7.7.Monitoring and Monitoring and Evaluating the ProgramEvaluating the ProgramConduct EvaluationConduct EvaluationMake Changes to Improve Make C
14、hanges to Improve the Programthe ProgramDesigning Effective TrainingFlaws of the ISD modelStep by-step approach is rarely followed in real life organizationsNecessary requirement of trainers adds time and cost to developing a training programImplies an end point:evaluationMay lead to assumption that
15、 training is the best solutionTable 1.1-Forces Influencing Working and LearningEconomic cyclesGlobalizationIncreased value placed on intangible assets and human capitalFocus on link to business strategyChanging demographics and diversity of the workforceTalent managementCustomer service and quality
16、emphasisNew technologyHigh-performance work systemsGlobalizationOffshoringOffshoring:Process of moving jobs from the United States to other locations in the worldAdvantage-Lower labor costsDisadvantage Low standards of health and safetyLack of necessary skills to perform the jobTable 1.2-Examples of
17、 Intangible AssetsHuman CapitalHuman Capital Tacit knowledge Education Work-related know-how Work-related competenceCustomer CapitalCustomer Capital Customer relationships Brands Customer loyalty Distribution channelsSocial CapitalSocial Capital Corporate culture Management philosophy Management pra
18、ctices Informal networking systems Coaching/mentoring relationshipsIntellectual CapitalIntellectual Capital Patents Copyrights Trade secrets Intellectual propertyIncreased Value Placed on Intangible Assets and Human CapitalHuman capitalHuman capital:Refers to employeesAttributesLife experiencesKnowl
19、edgeInventivenessEnergy and enthusiasmIntellectual capitalIntellectual capital:Codified knowledge that exists in a companySocial capitalSocial capital:Relationships in the companyIncreased Value Placed on Intangible Assets and Human CapitalCustomer capitalCustomer capital:Value of relationships with
20、 persons or other organizationsImplications of intangible assets and human capitalFocus on knowledge workerEmployees who contribute to the company not through specialized body of knowledgeEmployee engagement Degree to which employees are fully involved in their work Strength of employee engagementAt
21、titude or opinion surveys measure level of engagementIncreased Value Placed on Intangible Assets and Human Capital Change and continuous learning Change:Adoption of a new idea or behavior by a company Learning organization Culture of lifelong learning Enables all employees to continually acquire and
22、 share knowledge Requires financial,time,and content resourcesChanging Demographics and Diversity of the Work ForceIncrease in racial and ethnic diversityEthnically and racially diverse labor forceIncreased participation of minorities in the work forceAging labor forceIncreased work-force participat
23、ion of individuals 55 years or greater Generational differencesChanging Demographics and Diversity of the Work ForceTo manage diversity managers and employees must be trained in:Communicating effectivelyCoaching,training,and developingProviding performance feedback that is free of stereo typesRecogn
24、izing and responding to generational differencesAllowing employees of all backgrounds to be creative and innovativeTalent ManagementSystematic,planned,and strategic effort by a companyTo attract,retain,develop,and motivate highly skilled employees and managers Involvesacquiring and assessing employe
25、eslearning and developmentperformance management,and compensationTalent ManagementIs important due to:Changes in demand for certain occupations and jobsSkill requirementAnticipated retirement of baby boomer generationRequirement to develop managerial talentCustomer Service and Quality EmphasisTotal
26、Quality Management(TQM)Companywide effort to continuously improve the ways people,machines,and systems accomplish workCore values of TQMMethods and processes designed to meet the needs of internal and external customersEvery employee receives training in qualityErrors are prevented from occurring ra
27、ther than being detected and correctedCustomer Service and Quality EmphasisPromotes cooperation with vendors,suppliers,and customersMeasures progress with feedback based on dataQuality standardsMalcolm Baldrige National Quality Award ISO 9000Family of standards related to qualityAddress what the com
28、pany does to meet regulatory requirementsCustomer Service and Quality EmphasisSix Sigma processMeasuring,analyzing,improving,and then controlling processes once:They have been brought within the narrow six sigma quality tolerances or standardsTraining helps by Teaching employees statistical process
29、controlEngaging in“lean”processesCustomer Service and Quality EmphasisLean thinkingDoing more with less effort,equipment,space,and time,but satisfying consumer needs and wantsISO 10015 Ensures that training is linked to company needs and performanceNew TechnologyInfluence on trainingMakes training m
30、ore realisticAllows flexibility of time and any placeReduces travel costsProvides greater accessibility and consistencyIncreased ability to access experts and share learning with othersCreates a learning environment that provides feedback,self-pacing,and practice exercisesAllows greater use of alter
31、native work arrangementsHigh performance models of work systemsWork teams Employees with various skills interact to assemble a product or provide a serviceCross training Training employees in a wide range of skills to fill any of the roles needed to be performedHigh performance models of work system
32、sVirtual teams Separated by time,geographic,cultural,and/or organizational boundaries Rely on technology to interact and complete their projectsSnapshot of Training PracticesKey trends in learning initiative investments:Direct expenditures,has remained stable over the last several yearsIncreased dem
33、and for specialized learning thatUse of technology-based learning delivery increased from 11%in 2001 to 29%in 2010Self-paced online learning is the most popular technology-based learningSnapshot of Training PracticesTechnology-based learning Has improved learning efficiencyHas resulted in a larger e
34、mployeelearning staff member ratioPercentage of services distributed by external providers dropped from 29%in 2004 to 23%in 2010.Table 1.8-Characteristics of BEST Award WinnersAlignment Alignment of business strategy with training and developmentVisible support Visible support from senior executives
35、Efficiency Efficiency in training and development through internal process improvements,use of technology,and outsourcingEffective Effective practices by aligning training and development to business needs and providing all employees with access to training and development on an as-needed basisInves
36、tment Investment in training and developmentDifferent learning opportunities Different learning opportunities providedMeasurement Measurement of effectiveness and efficiency of training and development activitiesNon-training solutions Non-training solutions for performance improvement used,including
37、 organization development and process improvementFigure 1.5-The 2011 ASTD Competency Model Learning StrategistLearning Strategist Business partnerBusiness partner Project manage Professional Project manage Professional SpecialistSpecialistWORKPLACE LEARNING&WORKPLACE LEARNING&PERFORMANCE ROLESPERFOR
38、MANCE ROLESCOACHINGDELIVERING TRAININGDESIGNING LEARNINGFACILITATING ORGANIZATIONAL CHANGEIMPROVING HUMAN PERFORMANCEMANAGING ORGANIZATIONAL KNOWLEDGE/SOCIAL LEARNINGMANAGING THE LEARNING FUNCTIONMEASURING&EVALUATINGAREAS OF EXPERTISEAREAS OF EXPERTISEINTERPERSONAL BUSINESS/MANAGEMENTPERSONALBuildin
39、g Trust Analyzing Needs and Proposing SolutionsDemonstrating AdaptabilityCommunicating Effectively Applying Business AcumenModeling Personal DevelopmentInfluencing Stakeholders Driving ResultsLeveraging Diversity Planning and Implementing AssignmentsNetworking&Partnering Thinking StrategicallyFOUNDA
40、TION COMPETENCIESFOUNDATION COMPETENCIESASTD COMPETENCY MODELASTD COMPETENCY MODELDelivering learning and performance competencies with global,business,ad technological perspectives.Snapshot of Training Practices Who provides trainingTrainers,managers,in-house consultants,and employee expertsOutsour
41、cingOutsourcing:Training and development activities provided by individuals outside the companySnapshot of Training Practices Who is in charge of trainingProfessionals in human resources and human resource developmentHuman resource developmentIntegrated use of training and development,organizational development,and career development:To improve individual,group,and organizational effectiveness
