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Human ResourceHuman Resource

ManagementManagementTENTH EDITONTENTH EDITON

2003 Southwestern College Publishing. All rights reserved. PowerPointPresentation

by Charlie Cook

Training Human ResourcesTraining Human Resources

SECTION 3Training and

Developing

HumanResources

Chapter 9Chapter 9

Robert L. MathisRobert L. Mathis John H. JacksonJohn H. Jackson


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2002 Southwestern College Publishing. All rights reserved. 92

Learning ObjectivesLearning Objectives

After you have read this chapter, youshould be able to:

Define training and discuss why a strategicapproach is important.

Discuss the four phases of the trainingprocess.

Identify three types of analyses used todetermine training needs.

Describe internal, external, and e-learning astraining delivery approaches.

Give an example for each of the four levels oftraining evaluation.


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The Nature of TrainingThe Nature of Training

Training A process whereby people acquire

capabilities to aid in the achievement oforganizational goals.

Employers spend $60 billion on trainingannually.

The Context of Training

Organization Competitiveness and Training

Training make organizations more competitive Training helps retain valuable employees

Training is no longer the first casualty of a business

downturn.


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The Context of TrainingThe Context of Training

Organization Competitiveness andTraining

Training makes organizations morecompetitive

Training helps retain valuable employeesTraining is no longer the first casualty of a

business downturn.

Training as a Revenue Source

Marketing training with or alongside productscan contribute significantly to a firmsrevenues.


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The Context of Training (contd)The Context of Training (contd)

Integration of Job Performance, Training,and Learning

Training is moving closer to the job toachieve real time learning.

Training is using more real-world problems toincrease employee learning.


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Performance ConsultingPerformance Consulting

Figure 91


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Typical Division of HR Responsibilities: TrainingTypical Division of HR Responsibilities: Training

Figure 92



Linking Business and Training StrategiesLinking Business and Training Strategies

Figure 93Source: Based on ideas from Lisa A. Burke and Joseph V. Wilson III.



Basic Business Strategy ConceptsBasic Business Strategy Concepts

Low-cost leader Attempting to increase market share by

focusing on the low cost of the firmsproducts or services, compared to

competitors. Differentiation

Trying to make the firms products orservices competitively different from others

in the industry in terms of quality, service,technology, or perceived distinctiveness.



Training ProcessTraining Process

Figure 94


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Sources ofSources of

Training NeedsTraining Needs

AssessmentAssessment

Figure 95


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Establishing Training ObjectivesEstablishing Training Objectives

Gap AnalysisThe distance between where an organization

is with its employee capabilities and where itneeds to be.

Types of Training Objectives Knowledge: Impart cognitive information and

details to trainees.

Skill: Develop behavior changes in how job

and tasks are performed. Attitude: Create interest and awareness of

the training importance.


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Elements of Training DesignElements of Training Design

Figure 96


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Learning: The Focus of TrainingLearning: The Focus of Training

Learner Readiness Ability to learn

Learners must possess basic skills (3Rs)

Motivation to learn

Learners must desire and value training Self-efficacy

Learners must believe that

they can successfully learn

the training content


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Learning StylesLearning Styles

Adult Learning PrinciplesAdult Learning Principles

Have need to know why they are learning something.Have need to know why they are learning something.

Have need to be self-directed.Have need to be self-directed.

Bring more work-related experiences into the process.Bring more work-related experiences into the process.

Employ a problem-solving approach in the experience.Employ a problem-solving approach in the experience.

Are motivated by both extrinsic and intrinsic factors.Are motivated by both extrinsic and intrinsic factors.


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Learning PracticesLearning Practices

Active PracticeThe performance of job-related tasks and

duties by trainees during training

Spaced Practice

Several practice sessions spaced over aperiod of hours or days

Massed practice

Performance of all the practice at once.


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Learning: BehaviorsLearning: Behaviors

Behavior Modeling Copying someone elses behavior by

observing how another person deals with aproblem.

Reinforcement Law of effect states that people tend to

repeat behaviors that are rewarded andavoid behaviors that are punished.

Immediate Confirmation Reinforcement and feedback are most

effective when given as soon as possibleafter training.


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Learning: Types of TrainingLearning: Types of Training

Developmental and

Innovative Training

Required andRegular Training

Job/TechnicalTraining

Interpersonal andProblem-Solving

Training

Types ofTypes ofTrainingTraining


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Course Types and Training ExpendituresCourse Types and Training Expenditures

Figure 97

Source: Mark E. Van Buren, ASTD State of the Industry Report,

2001 (Alexandria, VA: ASTD, 2001), 13. Used with permission.


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Orientation: Training for New EmployeesOrientation: Training for New Employees

Achievements ofAchievements of

Effective OrientationEffective Orientation

Co-WorkerCo-Worker

AcceptanceAcceptanceFavorableFavorable

ImpressionImpressionProvidesProvides

InformationInformation

SocializationSocialization

andand

IntegrationIntegration

PerformancePerformance

andand

ProductivityProductivity


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Training Delivery: ConsiderationsTraining Delivery: Considerations

Nature of training

Subject matter

Number of trainees

Individual vs. team

Self-paced vs. guidedTraining resources

Costs

Geographic locations

Time allotted

Completion timeline


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Internal TrainingInternal Training

Informal TrainingTraining that occurs through interactions andfeedback among employees.

On-the-Job Training (OJT)

Problems with OJT Poorly-qualified or indifferent trainers

Disruption of regular work

Bad or incorrect habits are passed on


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Stages of On-the-Job TrainingStages of On-the-Job Training

Figure 98


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External TrainingExternal Training

Reasons for External Training May be less expensive to outsource training Insufficient time to develop training

Lack of expertise

Advantages of interacting with outsiders E-Learning: Training Online


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External Training: E-LearningExternal Training: E-Learning

E-Learning: Training OnlineThe using the Internet or an organizationalintranet to conduct training online.

Criteria for adopting e-learning:

Sufficient top management support andfunding

Accepting the idea of decentralized andindividualized training

Current training methods not meeting needs Computer literacy and access to computers

Time and travel cost concerns for trainees

The number and self-motivation of trainees


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Developing E-LearningDeveloping E-Learning

Figure 99


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Advantages and Disadvantages of E-LearningAdvantages and Disadvantages of E-Learning

Figure 910Source: Developed by Lisa A. Burke. May not be reproduced without permission.


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Training MethodsTraining Methods

DistanceDistance

Training/LearningTraining/Learning

CooperativeCooperative

TrainingTraining

Instructor-LedInstructor-Led

Classroom andClassroom and

ConferenceConference

TrainingTraining

Technology andTechnology and

TrainingTraining

TrainingTraining

MethodsMethods


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Levels of Training EvaluationLevels of Training Evaluation

Figure 911


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Balancing Costs and Benefits of TrainingBalancing Costs and Benefits of Training

Figure 912


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Training Evaluation (contd)Training Evaluation (contd)

Cost-Benefit Analyses Comparison of costs and benefits associatedwith training

Return on Investment

Benchmarking Training


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Evaluation DesignsEvaluation Designs

Post-MeasurePost-Measure

Pre-/Post-Pre-/Post-MeasureMeasure

Pre-/Post-Pre-/Post-

Measure withMeasure with

Control GroupControl Group

EvaluationEvaluationDesignDesign

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