TRAINING AND DEVELOPMENT CH 7 © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible

TRAINING AND TRAINING AND DEVELOPMENTDEVELOPMENTCH 7CH 7

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 8–1


Nature of TrainingNature of Training• TrainingTraining

A process whereby people acquire capabilities to aid A process whereby people acquire capabilities to aid in the achievement of organizational goals.in the achievement of organizational goals.

Includes both hard and soft skillsIncludes both hard and soft skills

Poorly trained employees may perform poorly and Poorly trained employees may perform poorly and make costly mistakes.make costly mistakes.


FIGURE 8–1 Types of Training


Organizational Strategy and TrainingOrganizational Strategy and Training• Benefits of Strategic TrainingBenefits of Strategic Training

HR and trainers partner with operating managers HR and trainers partner with operating managers to solve problems, and to make contributions to to solve problems, and to make contributions to organizational results.organizational results.

Managers are less likely to think that training alone Managers are less likely to think that training alone can solve performance problems.can solve performance problems.

• Training’s Effects on CompetitivenessTraining’s Effects on Competitiveness Training makes organizations more competitive.Training makes organizations more competitive.

Training helps retain valuable employees.Training helps retain valuable employees.

Training helps accomplish organizational strategies.Training helps accomplish organizational strategies.


FIGURE 8–2 Linking Strategies and Training


Organizational Organizational Competitiveness and TrainingCompetitiveness and Training• Knowledge ManagementKnowledge Management

Is identifying and leveraging intellectual capital to Is identifying and leveraging intellectual capital to create value and be competitive.create value and be competitive.

Gets the right knowledge to the right people at the Gets the right knowledge to the right people at the right time so that it can be shared and put into action.right time so that it can be shared and put into action.

• Training as a Revenue SourceTraining as a Revenue Source Marketing training with or alongside products can Marketing training with or alongside products can

contribute significantly to a firm’s revenues.contribute significantly to a firm’s revenues.


Training for Global StrategiesTraining for Global Strategies• Global Assignment TrainingGlobal Assignment Training

Cross-cultural training is crucial to global strategic Cross-cultural training is crucial to global strategic success as businesses expand overseas.success as businesses expand overseas.

Intercultural Competence Training Components

Cognitive Emotional Behavioral


FIGURE 8–3 Intercultural Competence Training


Developing Strategic Training PlansDeveloping Strategic Training Plans• Effective training efforts consider the following Effective training efforts consider the following

questions:questions:

Is there really a need for the training?Is there really a need for the training?

Who needs to be trained?Who needs to be trained?

Who will do the training?Who will do the training?

What form will the training take?What form will the training take?

How will knowledge be transferred to the job?How will knowledge be transferred to the job?

How will the training be evaluated?How will the training be evaluated?


Analysis of Training NeedsAnalysis of Training Needs

Assessing Training Needs

Organizational Analysis

Job/Task Analysis

Individual Analysis


FIGURE 8–4 Systematic Training Process


FIGURE 8–5 Sources of Information for Training Needs Assessment


Establishing Training Objectives Establishing Training Objectives and Prioritiesand Priorities

• Gap AnalysisGap Analysis The distance between where an organization is with The distance between where an organization is with

its employee capabilities and where it needs to be.its employee capabilities and where it needs to be.

Types of Training Objectives

Attitude Knowledge Skill


FIGURE 8–6 Training Design Elements


Training DesignTraining Design

Learning Styles

Auditorylearners

Tactilelearners

VisualLearners


Training Design (cont’d)Training Design (cont’d)

Learner ReadinessSelf-Efficacy

Ability to Learn

Motivation to Learn

PerceivedUtility/Value


Principles of Adult LearningPrinciples of Adult Learning

Have need to know why they

are learning something

Have need to be self-directed

Bring more work-related experiences into the

process

Employ a problem-solving approach to learning

Are motivated by both extrinsic and intrinsic

factors

Adult Learning


From Training to the JobFrom Training to the Job• Transfer of TrainingTransfer of Training

Occurs when trainees actually use on the job what Occurs when trainees actually use on the job what they learned and maintain use of the learned material they learned and maintain use of the learned material over time.over time.

• Increasing the Transfer of trainingIncreasing the Transfer of training Offering trainees an overview of training content and Offering trainees an overview of training content and

process.process.

Ensuring that the training mirrors the job context.Ensuring that the training mirrors the job context.


Training Delivery: ConsiderationsTraining Delivery: Considerations• Nature of trainingNature of training• Subject matterSubject matter• Number of traineesNumber of trainees• Individual versus teamIndividual versus team• Self-paced versus guidedSelf-paced versus guided• Training resources/costsTraining resources/costs• E-learning versus traditional learningE-learning versus traditional learning• Geographic locationsGeographic locations• Time allottedTime allotted• Completion timelineCompletion timeline


FIGURE 8–8 Stages for On-the-Job Training


FIGURE 8–10 Advantages and Disadvantages of E-Learning


FIGURE 8–11 Levels of Training Evaluation

Ease of Measurement


Training Evaluation MetricsTraining Evaluation Metrics• Cost-Benefit AnalysisCost-Benefit Analysis

A comparison of costs and benefits associated with A comparison of costs and benefits associated with organizational training effortsorganizational training efforts

Measurement of both the costs and the benefits Measurement of both the costs and the benefits may be difficult.may be difficult.

• Return on Investment (ROI) AnalysisReturn on Investment (ROI) Analysis

• BenchmarkingBenchmarking


Calculating Training Costs and Calculating Training Costs and BenefitsBenefits

4. Conduct costs and savings benefits

comparison

3. Compute potential savings

2. Identify potential savings results

1. Determine overall training costs

Cost-Benefit Analysis


FIGURE 8–12 Possible Costs and Benefits in Training

Documents

TRAINING AND DEVELOPMENT CH 7 © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible