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CHAPTER 8 CHAPTER 8

Training the WorkforceTraining the Workforce

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Chapter ObjectivesChapter Objectives

Recognize the difference between Recognize the difference between training and developmenttraining and development

Understand the Training ProcessUnderstand the Training Process Determine when employees need Determine when employees need

training and the best type of training training and the best type of training given a company’s circumstancesgiven a company’s circumstances

Recognize the characteristics that Recognize the characteristics that make training programs successfulmake training programs successful

Design job aids as complements or Design job aids as complements or alternatives to trainingalternatives to training

Understand how to socialize new Understand how to socialize new employees effectivelyemployees effectively

Review Key TermsCross-functional TrainingDevelopment job aidsRealistic Job Preview TrainingVirtual Reality

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Key Training IssuesKey Training Issues

How can training keep pace with a changing How can training keep pace with a changing organizational environment?organizational environment?

Should training take place in a classroom setting Should training take place in a classroom setting or on the job?or on the job?

How can training be effectively delivered How can training be effectively delivered worldwide?worldwide?

How can training be delivered so that trainees are How can training be delivered so that trainees are motivated to learnmotivated to learn

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Training vs. DevelopmentTraining vs. Development

TrainingTraining The process of providing The process of providing

employees with specific employees with specific skills or helping them skills or helping them correct deficiencies in their correct deficiencies in their performance.performance.

Current JobCurrent Job Individual EmployeesIndividual Employees ImmediateImmediate Fix current skill deficitFix current skill deficit May be seen as negativeMay be seen as negative

DevelopmentDevelopment An effort to provide An effort to provide

employees with the employees with the abilities the organization abilities the organization will need in the futurewill need in the future

Current and future jobCurrent and future job Work group and Work group and

organizationorganization Long term Long term Prepare for future work Prepare for future work

demandsdemands

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Challenges in TrainingChallenges in Training

Is training the solution to the problem? Are the goals of training clear and realistic? Is training a good investment? Will the training work?

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Managing the Training ProcessManaging the Training Process

Phase 1 - Needs Assessment Phase 1 - Needs Assessment Clarifying the objectives of trainingClarifying the objectives of training

OrganizationalOrganizational TaskTask PersonPerson

Phase 2 - Training and Conduct Phase 2 - Training and Conduct Direct response to an organizational problem or needApproaches vary by location, presentation, and type

Phase 3 - Evaluation Phase 3 - Evaluation Effectiveness of the training is assessed

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Managing the Training ProcessManaging the Training Process Phase 1 - Needs Assessment Phase 1 - Needs Assessment

Four Steps to Conducting a Needs Assessments: 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 ProcessManaging the Training Process Phase 1 - Needs Assessment Phase 1 - Needs Assessment

Four Steps to Conducting a Needs Assessments: Step 2. Identify Priorities and Importance.

Examine each in view of their importance to your organizational goals, realities, and constraints

Cost-effectiveness Legal mandates Executive pressure Population Customers

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Managing the Training ProcessManaging the Training Process Phase 1 - Needs Assessment Phase 1 - Needs Assessment

Four Steps to Conducting a Needs Assessments: 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 ProcessManaging the Training Process Phase 1 - Needs Assessment Phase 1 - Needs Assessment

Four Steps to Conducting a Needs Assessments: Step 4. Identify Possible Solutions and Growth

Opportunities. Training may be the solution, IF there is a knowledge

problem. Organization Development Activities may provide

solutions when the problem is not based on a lack 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 ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase

The training program that results from assessment should be a direct response to an organizational problem or need. Approaches vary by

Location Presentation Type

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Managing the Training ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase

Location Options – OJTLocation Options – OJT Job rotationJob rotation

Moving a trainee from department to department to broaden his or her experience and identify strong and weak points.

ApprenticeshipsApprenticeships A structured process by which people become skilled workers through

a combination of classroom instruction and on-the-job training. InternshipsInternships

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 ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase

Location Options – Off- the-job TrainingLocation Options – Off- the-job Training Simulated training Training employees on special off-the-job equipment so training costs and hazards

can be reduced. Role Playing

Creating a realistic situation in which trainees assume the roles of persons in that situation.

Corporate universities Provides a means for conveniently coordinating all the company’s training efforts and

delivering Web-based modules that cover topics from strategic management to mentoring. In-house development centers

A company-based method for exposing prospective managers to realistic exercises 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 ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase

Presentation OptionsPresentation Options Slides and VideotapesSlides and Videotapes TeletrainingTeletraining ComputersComputers SimulationsSimulations

Replicate job demands at off-site facility Replicate job demands at off-site facility Virtual Reality (VR)Virtual Reality (VR)

The use of a number of technologies to replicate the entire The use of a number of technologies to replicate the entire real-life working environment in real timereal-life working environment in real time

Classroom Instruction and Role-playsClassroom Instruction and Role-plays

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Managing the Training ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase

Types of TrainingTypes of Training Skills Training Skills Training

job aidsjob aids External sources of information that provide job related External sources of information that provide job related

information information

RetrainingRetrainingCross-functional TrainingCross-functional TrainingTeam TrainingTeam Training

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Managing the Training ProcessManaging the Training Process Phase 2 -Phase 2 - The Training and Conduct PhaseThe Training and Conduct Phase

Types of TrainingTypes of Training Creativity Training – brainstormingCreativity Training – brainstorming Literacy TrainingLiteracy Training Diversity TrainingDiversity Training Crisis TrainingCrisis Training Customer Service TrainingCustomer Service Training Ethics TrainingEthics Training

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Managing the Training ProcessManaging the Training Process Phase 3 - The Evaluation PhasePhase 3 - The Evaluation Phase

Monetary AssessmentMonetary Assessment ROI (return on investment) of trainingROI (return on investment) of training

ROI = (Training Benefits – Training Costs)/(Training ROI = (Training Benefits – Training Costs)/(Training Costs) x 100 = (Net Training Benefits)/(Training Costs) x Costs) x 100 = (Net Training Benefits)/(Training Costs) x 100100

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Managing the Training ProcessManaging the Training Process Phase 3 The Evaluation Phase – Kirkpatrick ModelPhase 3 The Evaluation Phase – Kirkpatrick Model Level 1: Reaction Level 1: Reaction

Were the participants pleased? Were the participants pleased? What do they plan to do with what they learned? What do they plan to do with what they learned?

Level 2: Learning Level 2: Learning What skills, knowledge, or attitudes have changed? What skills, knowledge, or attitudes have changed? By how much? By how much?

Level 3: Behavior Level 3: Behavior Did the participants change their behavior based on what was Did the participants change their behavior based on what was

learned in the program? learned in the program? Level 4: Results Level 4: Results

Did the change in behavior positively affect the organization?Did the change in behavior positively affect the organization?

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Managing the Training ProcessManaging the Training Process Phase 3 - The Evaluation PhasePhase 3 - The Evaluation Phase

Legal Issues in Training The major requirement here is that employees must The major requirement here is that employees must

have access to training and development programs in have access to training and development programs in a nondiscriminatory fashiona nondiscriminatory fashion

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Orienting EmployeesOrienting Employees

Employee orientationA procedure for providing new employees with basic

background information about the firm Orientation content

Information on employee benefitsPersonnel policiesThe daily routineCompany organization and operationsSafety measures and regulationsFacilities tour

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Orienting EmployeesOrienting Employees

A successful orientation should accomplish 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 firm’s ways of acting and doing things.

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CHAPTER 9 CHAPTER 9

Developing CareersDeveloping Careers

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Chapter ObjectivesChapter Objectives Establish a sound process for

helping employees develop their careers

Understand how to develop your own career

Identify the negative aspects of an overemphasis on career development

Establish an organizational culture that supports career development

Key TermsKey Terms Career development Job Rotation Mentoring Promotability Forecast Succession Planning

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Term(s)Term(s)

Career developmentCareer development An ongoing and formalized effort that focuses on An ongoing and formalized effort that focuses on

developing enriched and more capable workers.developing enriched and more capable workers.

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Challenges in Career DevelopmentChallenges in Career Development

Who will be responsible?Who will be responsible?The IndividualThe ManagerThe Organization

How much emphasis is appropriate?How much emphasis is appropriate? How will the needs of a diverse workforce be How will the needs of a diverse workforce be

met?met?

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Challenges in Career DevelopmentChallenges in Career Development

The IndividualAccept responsibility for your own careerAssess your interests, skills, and valuesSeek out career information and resourcesEstablish goals and career plansUtilize development opportunitiesTalk with your manager about your careerFollow through on realistic career plans

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Challenges in Career DevelopmentChallenges in Career Development

The ManagerProvide timely performance feedbackProvide developmental assignments and supportParticipate in career development discussionsSupport employee development plans

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Challenges in Career DevelopmentChallenges in Career Development

The OrganizationCommunicate mission, policies, and proceduresProvide training and development opportunitiesProvide career information and career programsOffer a variety of career options

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Career DevelopmentCareer Development

The Assessment PhaseThe Assessment Phase The Direction PhaseThe Direction Phase The Development PhaseThe Development Phase

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Career DevelopmentCareer Development The Assessment PhaseThe Assessment Phase

Self-AssessmentSelf-AssessmentCareer workbooks & Career-planning Career workbooks & Career-planning

workshopsworkshopsSkills AssessmentsSkills AssessmentsInterest InventoryInterest InventoryValues ClarificationValues Clarification

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Career DevelopmentCareer Development The Assessment PhaseThe Assessment Phase

Organizational AssessmentOrganizational AssessmentPsychological TestingPsychological TestingPerformance AppraisalsPerformance AppraisalsAssessment CentersAssessment CentersPromotability ForecastPromotability ForecastSuccession PlanningSuccession Planning

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Career DevelopmentCareer Development The Direction PhaseThe Direction Phase

Individual Career CounselingIndividual Career Counseling Information ServicesInformation Services

Job-posting systemsJob-posting systemsSkills inventoriesSkills inventoriesCareer pathsCareer pathsCareer resource centerCareer resource center

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Career DevelopmentCareer Development The Development PhaseThe Development Phase

MentoringMentoring process in which a more experienced person supports and aids process in which a more experienced person supports and aids

a less experienced person in his/her professional or personal a less experienced person in his/her professional or personal developmentdevelopment

Job RotationJob Rotation individual is moved through a schedule of assignments individual is moved through a schedule of assignments

designed to give him or her a breadth of exposure to the entire designed to give him or her a breadth of exposure to the entire operation.operation.

also practiced to allow qualified employees to gain more also practiced to allow qualified employees to gain more insights into the processes of a company and to increase job insights into the processes of a company and to increase job satisfaction through job variation.satisfaction through job variation.

Tuition Assistance ProgramsTuition Assistance Programs

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Career DevelopmentCareer Development Innovative Corporate Career Development InitiativesInnovative 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 development

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Career Self-AssessmentCareer Self-Assessment

Does what you’re doing for work resonate with Does what you’re doing for work resonate with your values?your values?

Do you find your work to be meaningful?Do you find your work to be meaningful? How does your organization treat you?How does your organization treat you? How do you use your talents at work?How do you use your talents at work? What is your manager like?What is your manager like? What is your life like?What is your life like?

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Guidelines for Today’s LeadersGuidelines for Today’s Leaders

Take an entrepreneurial perspectiveTake an entrepreneurial perspective Embrace chaosEmbrace chaos Some risk is neededSome risk is needed Breadth is the keyBreadth is the key Soft-skills can make or break youSoft-skills can make or break you

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Self-Development: Development SuggestionsSelf-Development: Development Suggestions

1.1. Create your own personal mission statementCreate your own personal mission statement

2.2. Take responsibility for your own direction and Take responsibility for your own direction and growthgrowth

3.3. Make enhancement, rather than advancement, Make enhancement, rather than advancement, your priorityyour priority

4.4. Talk to people in positions to which you aspire Talk to people in positions to which you aspire and get their suggestions on how to proceedand get their suggestions on how to proceed

5.5. Set reasonable goalsSet reasonable goals

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Self-Development: Advancement SuggestionsSelf-Development: Advancement Suggestions

1.1. Remember that performance in your function is Remember that performance in your function is important, but interpersonal performance is important, but interpersonal performance is criticalcritical

2.2. Set the right values and prioritiesSet the right values and priorities

3.3. Provide solutions, not problemsProvide solutions, not problems

4.4. Be a team playerBe a team player

5.5. Be customer orientedBe customer oriented

6.6. Act as if what you are doing makes a differenceAct as if what you are doing makes a difference