CHAPTER 9: TRAINING AND DEVELOPMENT Copyright © 2005 South-Western. All rights reserved

CHAPTER 9:

TRAINING AND DEVELOPMENT

Copyright © 2005 South-Western. All rights reserved.

Copyright © 2005 South-Western. All rights reserved. 1–2

Training & DevelopmentTraining & DevelopmentTraining & DevelopmentTraining & Development

• Training & developmentTraining & development– Represents ongoing investment in employees & realizes Represents ongoing investment in employees & realizes

employees are assetsemployees are assets

• Importance of training & developmentImportance of training & development– Rapid technological changes cause skill obsolescenceRapid technological changes cause skill obsolescence– Redesign of work brings need for new skillsRedesign of work brings need for new skills– Mergers & acquisitions have increased need for integrating Mergers & acquisitions have increased need for integrating

employees into different culturesemployees into different cultures– Employees are moving between employers more often, Employees are moving between employers more often,

necessitating trainingnecessitating training– Globalization of business requires new knowledge & skillsGlobalization of business requires new knowledge & skills

• Training & developmentTraining & development– Represents ongoing investment in employees & realizes Represents ongoing investment in employees & realizes

employees are assetsemployees are assets

• Importance of training & developmentImportance of training & development– Rapid technological changes cause skill obsolescenceRapid technological changes cause skill obsolescence– Redesign of work brings need for new skillsRedesign of work brings need for new skills– Mergers & acquisitions have increased need for integrating Mergers & acquisitions have increased need for integrating

employees into different culturesemployees into different cultures– Employees are moving between employers more often, Employees are moving between employers more often,

necessitating trainingnecessitating training– Globalization of business requires new knowledge & skillsGlobalization of business requires new knowledge & skills


Benefits of Training & DevelopmentBenefits of Training & DevelopmentBenefits of Training & DevelopmentBenefits of Training & Development

• Individual employeeIndividual employee– Increased employee marketabilityIncreased employee marketability– Increased employee employability securityIncreased employee employability security

• OrganizationOrganization– Improved bottom line, efficiency & profitabilityImproved bottom line, efficiency & profitability– Increased flexibility in employees who can assume different Increased flexibility in employees who can assume different

& varied responsibilities& varied responsibilities– Reduced layers of managementReduced layers of management– Makes employees more accountable for resultsMakes employees more accountable for results

• Individual employeeIndividual employee– Increased employee marketabilityIncreased employee marketability– Increased employee employability securityIncreased employee employability security

• OrganizationOrganization– Improved bottom line, efficiency & profitabilityImproved bottom line, efficiency & profitability– Increased flexibility in employees who can assume different Increased flexibility in employees who can assume different

& varied responsibilities& varied responsibilities– Reduced layers of managementReduced layers of management– Makes employees more accountable for resultsMakes employees more accountable for results


Exhibit 9-1Exhibit 9-1

Strategizing TrainingStrategizing TrainingExhibit 9-1Exhibit 9-1

Strategizing TrainingStrategizing Training



Levels of Needs AssessmentLevels of Needs AssessmentExhibit 9-2Exhibit 9-2

Levels of Needs AssessmentLevels of Needs Assessment


Setting Training ObjectivesSetting Training ObjectivesSetting Training ObjectivesSetting Training Objectives

• Align/match identified training needs with Align/match identified training needs with training objectivestraining objectives

• Define objectives in specific, measurable termsDefine objectives in specific, measurable terms– Desired employee behaviorsDesired employee behaviors– Results expected to follow from such behaviorsResults expected to follow from such behaviors

• One source of information for setting objectivesOne source of information for setting objectives– Performance deficiency data contained in performance Performance deficiency data contained in performance

management systemmanagement system

• Align/match identified training needs with Align/match identified training needs with training objectivestraining objectives

• Define objectives in specific, measurable termsDefine objectives in specific, measurable terms– Desired employee behaviorsDesired employee behaviors– Results expected to follow from such behaviorsResults expected to follow from such behaviors

• One source of information for setting objectivesOne source of information for setting objectives– Performance deficiency data contained in performance Performance deficiency data contained in performance

management systemmanagement system


Design & DeliveryDesign & DeliveryDesign & DeliveryDesign & Delivery

• Critical training design issuesCritical training design issues– Interference from & difficulty of overcoming Interference from & difficulty of overcoming

prior training, learning, habitsprior training, learning, habits– Transfer of newly learned skills back to jobTransfer of newly learned skills back to job

• Choice of training environment Choice of training environment approximating or simulating actual working approximating or simulating actual working conditions conditions

– Organizational environment supportive of Organizational environment supportive of training & developmenttraining & development

• Critical training design issuesCritical training design issues– Interference from & difficulty of overcoming Interference from & difficulty of overcoming

prior training, learning, habitsprior training, learning, habits– Transfer of newly learned skills back to jobTransfer of newly learned skills back to job

• Choice of training environment Choice of training environment approximating or simulating actual working approximating or simulating actual working conditions conditions

– Organizational environment supportive of Organizational environment supportive of training & developmenttraining & development


Computer-Based InstructionComputer-Based InstructionComputer-Based InstructionComputer-Based Instruction

• BenefitsBenefits– Self-pacedSelf-paced– Adaptive to different Adaptive to different

needsneeds– Can be customizedCan be customized– Easy to deliverEasy to deliver– Usually less expensive Usually less expensive

to administerto administer– Can be conducted when Can be conducted when

convenient for employeeconvenient for employee

• BenefitsBenefits– Self-pacedSelf-paced– Adaptive to different Adaptive to different

needsneeds– Can be customizedCan be customized– Easy to deliverEasy to deliver– Usually less expensive Usually less expensive

to administerto administer– Can be conducted when Can be conducted when

convenient for employeeconvenient for employee

• DrawbacksDrawbacks– Learners must be self-Learners must be self-

motivatedmotivated– Cost of producing online, Cost of producing online,

interactive materialsinteractive materials– Lack of interaction with Lack of interaction with

others may work against others may work against needs & preferred needs & preferred learning styleslearning styles

• DrawbacksDrawbacks– Learners must be self-Learners must be self-

motivatedmotivated– Cost of producing online, Cost of producing online,

interactive materialsinteractive materials– Lack of interaction with Lack of interaction with

others may work against others may work against needs & preferred needs & preferred learning styleslearning styles


EvaluationEvaluationEvaluationEvaluation

• Integral part of overall training programIntegral part of overall training program

• Provides feedback on effectiveness of Provides feedback on effectiveness of training programtraining program

• Evaluation criteria should be established in Evaluation criteria should be established in tandem with & parallel to training tandem with & parallel to training objectivesobjectives

• Integral part of overall training programIntegral part of overall training program

• Provides feedback on effectiveness of Provides feedback on effectiveness of training programtraining program

• Evaluation criteria should be established in Evaluation criteria should be established in tandem with & parallel to training tandem with & parallel to training objectivesobjectives



Four Levels of Training EvaluationFour Levels of Training EvaluationExhibit 9-3Exhibit 9-3

Four Levels of Training EvaluationFour Levels of Training Evaluation



Link Between Training & Performance Link Between Training & Performance Management & CompensationManagement & Compensation


Link Between Training & Performance Link Between Training & Performance Management & CompensationManagement & Compensation


Reading 9.1Reading 9.1

Types of International Work Reported by Types of International Work Reported by Federal ExecutivesFederal Executives


Types of International Work Reported by Types of International Work Reported by Federal ExecutivesFederal Executives

• Collaborating with other agencies/organizations on Collaborating with other agencies/organizations on international projects (37%)international projects (37%)

• Travel abroad (37%)Travel abroad (37%)

• Managing programs that provide good/services to other Managing programs that provide good/services to other nations (20%)nations (20%)

• International negotiations (16%)International negotiations (16%)

• International policy development (14%)International policy development (14%)

• Managing programs that receive/inspect people, goods, & Managing programs that receive/inspect people, goods, & services from other nations (10%)services from other nations (10%)

• Supervising government workers/contractors abroad (8%)Supervising government workers/contractors abroad (8%)

• Living abroad (3%)Living abroad (3%)

• Collaborating with other agencies/organizations on Collaborating with other agencies/organizations on international projects (37%)international projects (37%)

• Travel abroad (37%)Travel abroad (37%)

• Managing programs that provide good/services to other Managing programs that provide good/services to other nations (20%)nations (20%)

• International negotiations (16%)International negotiations (16%)

• International policy development (14%)International policy development (14%)

• Managing programs that receive/inspect people, goods, & Managing programs that receive/inspect people, goods, & services from other nations (10%)services from other nations (10%)

• Supervising government workers/contractors abroad (8%)Supervising government workers/contractors abroad (8%)

• Living abroad (3%)Living abroad (3%)



Interculturally Effective PersonInterculturally Effective PersonReading 9.1Reading 9.1

Interculturally Effective PersonInterculturally Effective Person

• Adaptation skillsAdaptation skills• Attitude of modesty & respectAttitude of modesty & respect• Understanding of concept of cultureUnderstanding of concept of culture• Knowledge of host country & cultureKnowledge of host country & culture• Relationship-building skillsRelationship-building skills• Self-knowledgeSelf-knowledge• Intercultural communicationIntercultural communication• Organizational skillsOrganizational skills• Personal & professional commitmentPersonal & professional commitment

• Adaptation skillsAdaptation skills• Attitude of modesty & respectAttitude of modesty & respect• Understanding of concept of cultureUnderstanding of concept of culture• Knowledge of host country & cultureKnowledge of host country & culture• Relationship-building skillsRelationship-building skills• Self-knowledgeSelf-knowledge• Intercultural communicationIntercultural communication• Organizational skillsOrganizational skills• Personal & professional commitmentPersonal & professional commitment


Development System for Global Development System for Global LeadersLeaders

Seven RecommendationsSeven Recommendations



1.1. Build business case for global leadership Build business case for global leadership competencecompetence

2.2. Build support for developing global leaders Build support for developing global leaders among government agencies & in broader among government agencies & in broader societysociety

3.3. Develop model of global leadership competenceDevelop model of global leadership competence– Broad-based leadership knowledgeBroad-based leadership knowledge– Generic leadership skillsGeneric leadership skills– Agency-, sector-, or country-specific knowledge & skillsAgency-, sector-, or country-specific knowledge & skills

1.1. Build business case for global leadership Build business case for global leadership competencecompetence

2.2. Build support for developing global leaders Build support for developing global leaders among government agencies & in broader among government agencies & in broader societysociety

3.3. Develop model of global leadership competenceDevelop model of global leadership competence– Broad-based leadership knowledgeBroad-based leadership knowledge– Generic leadership skillsGeneric leadership skills– Agency-, sector-, or country-specific knowledge & skillsAgency-, sector-, or country-specific knowledge & skills






4.4. Integrate global competencies into leadership Integrate global competencies into leadership selection & development programsselection & development programs

5.5. Strengthen interagency & public/private Strengthen interagency & public/private partnerships to provide for global leadership partnerships to provide for global leadership developmentdevelopment

6.6. Create certification programs for developing Create certification programs for developing global leaders in governmentglobal leaders in government

7.7. Develop center of excellence Develop center of excellence • Gathers, offers, & spreads best programs, tools, & Gathers, offers, & spreads best programs, tools, &

resourcesresources

4.4. Integrate global competencies into leadership Integrate global competencies into leadership selection & development programsselection & development programs

5.5. Strengthen interagency & public/private Strengthen interagency & public/private partnerships to provide for global leadership partnerships to provide for global leadership developmentdevelopment

6.6. Create certification programs for developing Create certification programs for developing global leaders in governmentglobal leaders in government

7.7. Develop center of excellence Develop center of excellence • Gathers, offers, & spreads best programs, tools, & Gathers, offers, & spreads best programs, tools, &

resourcesresources



Training & Development Framework: Best Training & Development Framework: Best Practices ElementsPractices Elements


Training & Development Framework: Best Training & Development Framework: Best Practices ElementsPractices Elements

• PlanPlan– Strategic role of T&DStrategic role of T&D– T&D value & T&D value &

administrative policiesadministrative policies– Establishing T&D needsEstablishing T&D needs– Building transfer into Building transfer into

T&DT&D

• PlanPlan– Strategic role of T&DStrategic role of T&D– T&D value & T&D value &

administrative policiesadministrative policies– Establishing T&D needsEstablishing T&D needs– Building transfer into Building transfer into

T&DT&D

• DoDo– Contents of T&DContents of T&D– T&D methods & T&D methods &

approachesapproaches

• CheckCheck– T&D evaluation strategyT&D evaluation strategy

• ActAct– Sustaining & advancing Sustaining & advancing

T&DT&D

• DoDo– Contents of T&DContents of T&D– T&D methods & T&D methods &

approachesapproaches

• CheckCheck– T&D evaluation strategyT&D evaluation strategy

• ActAct– Sustaining & advancing Sustaining & advancing

T&DT&D



Tying T&D to Strategic Business PlansTying T&D to Strategic Business PlansReading 9.2Reading 9.2

Tying T&D to Strategic Business PlansTying T&D to Strategic Business Plans

• Intimate & structured linkage between Intimate & structured linkage between strategic mission and goals of T&D strategic mission and goals of T&D programprogram

• T&D goals & processes reviewed & T&D goals & processes reviewed & updated annually around changing strategic updated annually around changing strategic needsneeds

• T&D executives integrated into strategic T&D executives integrated into strategic planning processplanning process

• Intimate & structured linkage between Intimate & structured linkage between strategic mission and goals of T&D strategic mission and goals of T&D programprogram

• T&D goals & processes reviewed & T&D goals & processes reviewed & updated annually around changing strategic updated annually around changing strategic needsneeds

• T&D executives integrated into strategic T&D executives integrated into strategic planning processplanning process



Policies & Values to Support T&D SystemsPolicies & Values to Support T&D SystemsReading 9.2Reading 9.2

Policies & Values to Support T&D SystemsPolicies & Values to Support T&D Systems

• StructuralStructural– E.g. linkages between organization’s planning E.g. linkages between organization’s planning

process & T&D operationprocess & T&D operation

• PoliciesPolicies– Formal means of communicating T&D expectationsFormal means of communicating T&D expectations

• Value Statements Value Statements – Informal & decentralized means of pushing Informal & decentralized means of pushing

managers to develop appropriate attitudesmanagers to develop appropriate attitudes

• StructuralStructural– E.g. linkages between organization’s planning E.g. linkages between organization’s planning

process & T&D operationprocess & T&D operation

• PoliciesPolicies– Formal means of communicating T&D expectationsFormal means of communicating T&D expectations

• Value Statements Value Statements – Informal & decentralized means of pushing Informal & decentralized means of pushing

managers to develop appropriate attitudesmanagers to develop appropriate attitudes



Linking Business Strategy with T&DLinking Business Strategy with T&DReading 9.2Reading 9.2

Linking Business Strategy with T&DLinking Business Strategy with T&D

• Establishment of T&D needs driven most Establishment of T&D needs driven most often by mission & strategyoften by mission & strategy

• Build transfer into T&DBuild transfer into T&D– Overlap T&D & job contextsOverlap T&D & job contexts– Integrate T&D & other elements of HR management Integrate T&D & other elements of HR management

systemsystem– Integrate management into T&D processIntegrate management into T&D process

• Establishment of T&D needs driven most Establishment of T&D needs driven most often by mission & strategyoften by mission & strategy

• Build transfer into T&DBuild transfer into T&D– Overlap T&D & job contextsOverlap T&D & job contexts– Integrate T&D & other elements of HR management Integrate T&D & other elements of HR management

systemsystem– Integrate management into T&D processIntegrate management into T&D process



Determining Content of T&DDetermining Content of T&DReading 9.2Reading 9.2

Determining Content of T&DDetermining Content of T&D

• Derive content fromDerive content from– Strategic objectivesStrategic objectives– Culture & valuesCulture & values– Present & predicted competency & skill needsPresent & predicted competency & skill needs

• Most commonly addressed T&D area is Most commonly addressed T&D area is leadership trainingleadership training

• Derive content fromDerive content from– Strategic objectivesStrategic objectives– Culture & valuesCulture & values– Present & predicted competency & skill needsPresent & predicted competency & skill needs

• Most commonly addressed T&D area is Most commonly addressed T&D area is leadership trainingleadership training



Choosing the Best T&D MethodChoosing the Best T&D MethodReading 9.2Reading 9.2

Choosing the Best T&D MethodChoosing the Best T&D Method

• Choice of delivery method depends on:Choice of delivery method depends on:– Organizational culture & valuesOrganizational culture & values– T&D objective & contentT&D objective & content– Profiles of trainees & trainersProfiles of trainees & trainers– Financial & technological resource availabilityFinancial & technological resource availability– TimeTime– LocationLocation– Political constraintsPolitical constraints

• Choice of delivery method depends on:Choice of delivery method depends on:– Organizational culture & valuesOrganizational culture & values– T&D objective & contentT&D objective & content– Profiles of trainees & trainersProfiles of trainees & trainers– Financial & technological resource availabilityFinancial & technological resource availability– TimeTime– LocationLocation– Political constraintsPolitical constraints



Choosing the Best T&D MethodChoosing the Best T&D MethodReading 9.2Reading 9.2

Choosing the Best T&D MethodChoosing the Best T&D Method

• Developments occurring with regard to Developments occurring with regard to delivery methodsdelivery methods– Shift toward on-the-job trainingShift toward on-the-job training– Increased efficiencyIncreased efficiency– Exploitation of technology to aid learningExploitation of technology to aid learning– Increased emphasis on teamsIncreased emphasis on teams– Focus on mentoringFocus on mentoring

• Developments occurring with regard to Developments occurring with regard to delivery methodsdelivery methods– Shift toward on-the-job trainingShift toward on-the-job training– Increased efficiencyIncreased efficiency– Exploitation of technology to aid learningExploitation of technology to aid learning– Increased emphasis on teamsIncreased emphasis on teams– Focus on mentoringFocus on mentoring



Evaluating Value Added by T&DEvaluating Value Added by T&DReading 9.2Reading 9.2

Evaluating Value Added by T&DEvaluating Value Added by T&D

• Fewer than 20% of organizations conducted Fewer than 20% of organizations conducted return on T&D investment studiesreturn on T&D investment studies

• Two primary activities for assessing T&D Two primary activities for assessing T&D effectivenesseffectiveness– Gauging on-site participant reactions to T&DGauging on-site participant reactions to T&D– Measuring learning by means of behavioral Measuring learning by means of behavioral

exercises during T&Dexercises during T&D

• Fewer than 20% of organizations conducted Fewer than 20% of organizations conducted return on T&D investment studiesreturn on T&D investment studies

• Two primary activities for assessing T&D Two primary activities for assessing T&D effectivenesseffectiveness– Gauging on-site participant reactions to T&DGauging on-site participant reactions to T&D– Measuring learning by means of behavioral Measuring learning by means of behavioral

exercises during T&Dexercises during T&D



Sustaining & Enhancing Role of T&DSustaining & Enhancing Role of T&DReading 9.2Reading 9.2

Sustaining & Enhancing Role of T&DSustaining & Enhancing Role of T&D

• T&D is central to goalsT&D is central to goals– Only 15% expressed willingness to cut T&D during Only 15% expressed willingness to cut T&D during

tough timestough times

• Visible presence of T&D at central Visible presence of T&D at central organizational levelorganizational level

• Sustained & deepening investment requiredSustained & deepening investment required

• T&D is central to goalsT&D is central to goals– Only 15% expressed willingness to cut T&D during Only 15% expressed willingness to cut T&D during

tough timestough times

• Visible presence of T&D at central Visible presence of T&D at central organizational levelorganizational level

• Sustained & deepening investment requiredSustained & deepening investment required


Reading 3Reading 3

Training Content Decision-Making Training Content Decision-Making EquationEquation

Reading 3Reading 3

Training Content Decision-Making Training Content Decision-Making EquationEquation

UC = PC - CUC = PC - CUC = usable contentUC = usable content

PC = potential contentPC = potential contentC = constraintsC = constraints

UC = PC - CUC = PC - CUC = usable contentUC = usable content

PC = potential contentPC = potential contentC = constraintsC = constraints



Adult Learning Theory & Workplace Adult Learning Theory & Workplace TrainingTraining



• Employees learn best when understand training Employees learn best when understand training program objectivesprogram objectives

– What employee is expected to do (performance)What employee is expected to do (performance)– Quality or level of acceptable performance (criterion)Quality or level of acceptable performance (criterion)– Conditions under which trainee expected to perform desired Conditions under which trainee expected to perform desired

outcome (conditions)outcome (conditions)

• Learn better when training linked to current jobLearn better when training linked to current job• Learn best when have opportunity to practiceLearn best when have opportunity to practice

• Employees learn best when understand training Employees learn best when understand training program objectivesprogram objectives

– What employee is expected to do (performance)What employee is expected to do (performance)– Quality or level of acceptable performance (criterion)Quality or level of acceptable performance (criterion)– Conditions under which trainee expected to perform desired Conditions under which trainee expected to perform desired

outcome (conditions)outcome (conditions)

• Learn better when training linked to current jobLearn better when training linked to current job• Learn best when have opportunity to practiceLearn best when have opportunity to practice






• Employees need effective feedbackEmployees need effective feedback– Focused on specific behaviorsFocused on specific behaviors– Provided as soon as possibleProvided as soon as possible

• Employees learn by observing & imitatingEmployees learn by observing & imitating– Model’s desired behaviors or skills need to be clearly Model’s desired behaviors or skills need to be clearly

specifiedspecified– Model should have characteristics (such as age or position) Model should have characteristics (such as age or position)

similar to target audiencesimilar to target audience

• Employees need training program to be properly Employees need training program to be properly coordinated & arrangedcoordinated & arranged

• Employees need effective feedbackEmployees need effective feedback– Focused on specific behaviorsFocused on specific behaviors– Provided as soon as possibleProvided as soon as possible

• Employees learn by observing & imitatingEmployees learn by observing & imitating– Model’s desired behaviors or skills need to be clearly Model’s desired behaviors or skills need to be clearly

specifiedspecified– Model should have characteristics (such as age or position) Model should have characteristics (such as age or position)

similar to target audiencesimilar to target audience

• Employees need training program to be properly Employees need training program to be properly coordinated & arrangedcoordinated & arranged

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CHAPTER 9: TRAINING AND DEVELOPMENT Copyright © 2005 South-Western. All rights reserved