© 2008 Thomson/South-Western All rights reserved.© 2008 Thomson/South-Western All rights reserved. PowerPoint Presentation by Charlie CookThe University of West Alabama
PowerPoint Presentation by Charlie CookThe University of West Alabama
CHAPTER 9CHAPTER 9
Training Human ResourcesTraining Human ResourcesCHAPTER 9CHAPTER 9
Training Human ResourcesTraining Human Resources
Section 3Section 3 Developing Human Resources Developing Human Resources
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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.
© 2008 Thomson/South-Western. All rights reserved. 9–3
Legal Issues and TrainingLegal Issues and Training
Training Design and Delivery
Criteria and practices used
to select individuals
Accommodation of individuals
with disabilities
Requiring signing of training
contracts
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Training and Organizational StrategyTraining and Organizational Strategy• Benefits of Strategic TrainingBenefits of Strategic Training
HR and trainers partner with operating managers to HR and trainers partner with operating managers to solve problems, and to make contributions 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.
• Organization Competitiveness and TrainingOrganization Competitiveness and Training 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.
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Organizational Organizational Competitiveness and TrainingCompetitiveness and Training• Knowledge Management and TrainingKnowledge Management and Training
Is identifying and leveraging intellectual capital to Is identifying and leveraging intellectual capital to create value and be competitive.create value and be competitive.
Is a conscious effort to get the right knowledge to the Is a conscious effort to get the right knowledge to the right people at the right time so that it can be shared right people at the right time so that it can be shared and put into action.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.
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Focusing on identifying and addressing root
causes of performance
problems
Documenting and comparing high performers with
typical performers
Recognizing the interaction of individual and
organizational factors
Performance Consulting
Performance Performance Consulting Consulting ApproachApproach
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Training and Global StrategiesTraining and 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
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FIGURE 9-3 Intercultural Competence Training
Source: Developed by Andrea Graf, PhD, Technical University of Braunschweig, Germany, and Robert L. Mathis, PhD, SPHR.
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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?
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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
Knowledge Skill Attitude
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FIGURE 9-6 Elements of Training Design
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Training Training Design Design (cont’d)(cont’d)
Learner Readiness
Self-EfficacyMotivation to
Learn
Ability to Learn
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Training Design (cont’d)Training Design (cont’d)
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 Principles
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Training Design (cont’d)Training Design (cont’d)• Behavior ModelingBehavior Modeling
Copying someone else’s behavior by observing how Copying someone else’s behavior by observing how another person deals with a problem.another person deals with a problem.
• ReinforcementReinforcement Law of effect states that people tend to repeat Law of effect states that people tend to repeat
behaviors that are rewarded and avoid behaviors that behaviors that are rewarded and avoid behaviors that are punished.are punished.
• Immediate ConfirmationImmediate Confirmation Reinforcement and feedback are most effective when Reinforcement and feedback are most effective when
given as soon as possible after training.given as soon as possible after training.
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Training Design (cont’d)Training Design (cont’d)• 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.
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Internal TrainingInternal Training• Informal TrainingInformal Training
Training that occurs through interactions and Training that occurs through interactions and feedback among employees.feedback among employees.
• On-the-Job Training (OJT)On-the-Job Training (OJT) Based on a guided form of training known as Based on a guided form of training known as job job
instruction training (JIT) instruction training (JIT)
Problems with OJTProblems with OJT
Poorly-qualified or indifferent trainersPoorly-qualified or indifferent trainers
Disruption of regular workDisruption of regular work
Bad or incorrect habits passed onBad or incorrect habits passed on
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Internal TrainingInternal Training• Cross-TrainingCross-Training
Is training people to do more than one job.Is training people to do more than one job.
Increases flexibility and developmentIncreases flexibility and development
• Challenges of Cross-TrainingChallenges of Cross-Training
Is not favored by employeesIs not favored by employees
Threatens unions with loss of job jurisdiction and Threatens unions with loss of job jurisdiction and broadening of jobsbroadening of jobs
Requires different scheduling during trainingRequires different scheduling during training
Causes loss of productivity as people learnCauses loss of productivity as people learn
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External TrainingExternal Training• Reasons for External TrainingReasons for External Training
Less expensive to outsource trainingLess expensive to outsource training Insufficient time to develop trainingInsufficient time to develop training Lack of expertiseLack of expertise Advantages of interacting with outsidersAdvantages of interacting with outsiders
• Outsourcing of TrainingOutsourcing of Training Cost and greater emphasis on internal linking of Cost and greater emphasis on internal linking of
training to organizational strategies, and other issues.training to organizational strategies, and other issues. Increasing popularity of vendor training/certificationIncreasing popularity of vendor training/certification Government-supported job trainingGovernment-supported job training Educational assistance programsEducational assistance programs
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Combination Training ApproachesCombination Training Approaches
Forms of Cooperative Training
School-to-Work
Transition
Apprentice Training
Internship
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FIGURE 9-9 Most Common Apprenticeship Occupations
Source: U.S. Department of Labor, 2006, www.dol.gov.
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Combination Training Approaches Combination Training Approaches (cont’d)(cont’d)
Instructor-Led Training
Classroom Training
Conference Training
Corporate “Universities
”
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Effective New Employee OrientationEffective New Employee Orientation
Sample
Sample
Sample
SampleSample
Sample
SampleSample
Prepare for new employees
Consider using mentors
Use an orientation checklist
Cover needed information
Present orientation information effectively
Avoid information overload
Evaluate and follow up
Making Employee
Orientation More Effective
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Training Evaluation MethodsTraining Evaluation Methods• 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
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