copyright © 2012 by hrcp, l.c. human resource development phr 18% - sphr 19%

Copyright © 2012 by HRCP, L.C.

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Human Resource Human Resource DevelopmentDevelopment

PHR 18% - SPHR 19%PHR 18% - SPHR 19%


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Training andDevelopment in the

Organization


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Training & Development

Every organization, regardless of size, needs to have well-trained employees who are prepared to perform their jobs.

What is the difference between Training & Education?


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Explicit & Tacit Knowledge

In the design of training and education programs, it is useful to distinguish two kinds of knowledge:

Explicit knowledge

Tacit knowledge


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Need for TrainingA need for continual retraining of experienced

workers to perform new and changed jobs.


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Strategic Alignment of Training and Development

Training is a strategic human resource activity because it plays a large part in determining the effectiveness and efficiency of an organization.


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What do successful training & development programs achieve?


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Tra

inin

g &

Dev

elo

pm

ent


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Strategic Training Issues

1. Why should an organization sponsor a training & dev program?

2. What types of training & dev should be offered?

3. Who will be trained?

4. Who will supply the training & dev?

5. How is training evaluated?


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Discussion Question:

How do training and development interact with other human resource management functions?

What is the strategic purpose of training and development?


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Funding the Training Function

What are the three most common ways in which

training is funded?


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Cost/Benefit Analysis

Benefits should be evaluated according to how well the training:

increased productivity

reduced errors

improved safety

reduced operating costs


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Cost per Trainee

Cost per Trainee = Total Costs of TrainingNumber of Trainees

Example: A training program with 20 participants that costs the company $40,000 would have a per trainee cost of $2,000.

= $2,000 $40,00020


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Training’s Return on Investment

Annual report on training serves two purposes:

1. Justifies the training function by showing the value of training to the bottom line.

2. Helps training department assess itself internally and make adjustments.


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Compare outcomes

against criteria

Monitor training

Conducttraining

Select training methods

Pretest trainees

Develop criteria

Identify training

Assess needs &

resources

Feedback

Assessment Phase

Training & Dev Phase

Evaluation Phase

Systems Model of Training


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A Assessment

D Design

D Development

I Implementation

E Evaluation

The ADDIE Model of Training


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Since organizational effectiveness indices, such as labor costs, production efficiency, turnover, and absenteeism, can be influenced by so many different forces, how can they be used to indicate a training need?


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Training Needs Analysis


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Organizational Analysis

Examines the kinds of problems an organization is experiencing and where they are located.


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Task Analysis

Helps to identify the training objectives and indicates what will be the criteria for judging the effectiveness of training.


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Individual Analysis

Examine how well individual employees are performing

their jobs.


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Assessing Training Needs

What methods are used to assess training needs?


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Principles of Trainingand Development


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Learning Theories

Classical Conditioning

Operant Conditioning

Social Cognitive Theory


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Classical Conditioning


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Operant Conditioning

Operant conditioning focuses strictly on observable behavior rather than on motives,

feelings, and other internal processes.


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Reward Schedules

The timing of the reinforcement: how often the correct response

is reinforced.


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Social Cognitive Theory

Behavior is influenced by the consequences of the behavior.


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What are the major differences between operant conditioning and social cognitive theory in describing the learning process?

How are these theories similar?


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Andragogy-Adult Learning Theory

How does Andragogy relate to training?


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Principles of Learning

How does knowing learning principles help with

training?


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What are the conditions that explain whether a positive or negative transfer of training will result?


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Learned Response

Similar Different

Large Positive Transfer

+

Large Negative Transfer

–

Small Positive Transfer

+

No Transfer

0

Sti

mu

lus

En

viro

nm

en

ts

Transfer of Training


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Plateau

High

Low1 NTrials

Negatively Accelerating

High

Low1 NTrials

Plateau

High

Low1 NTrials

S-Shaped

High

Low1 NTrials

Positively Accelerating

Per

cent

of C

orre

ct

Res

pons

esP

erce

nt o

f Cor

rect

R

espo

nses

Per

cent

of C

orre

ct

Res

pons

esP

erce

nt o

f Cor

rect

R

espo

nses

Learning Curves

Used to analyzing the rate of learning


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Learning Styles


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Levels of Learning

1. Knowledge

2. Comprehension

3. Application

4. Analysis

5. Synthesis

6. Evaluation


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FUNNEL INVERTED FUNNEL

HOURGLASS TUNNEL

Broad Concepts Specific Situations Broad Concepts Uniform Presentation

Deductive Reasoning

Inductive Reasoning

Specific Situations

Specific Situations

Example: Management

training

Broad Concepts

Example: Learning new

software

Broad Concept

Example: Learning to write a business plan

Step-by-Step Instruction

Example: Learning to drive

Learning Strategies


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Training & DevelopmentTechniques


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Behavioral Objectives

Translate the training needs into behavioral objectives.


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S Specific

M Measurable

A Action-oriented

R Realistic

T Timely

Writing Behavioral Objectives


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Training Methods and Processes

What is required to teach the following?

Motor responses

Rote learning

Idea learning

Value internalization


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On-the-job Training Methods

job-instruction training

apprenticeships

internships & assistantships

job rotation & cross training

action learning

coaching and counseling


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independent study

corporate universities

vestibule training

lecture

case studies

role playing

simulations

programmed group exercises

television & films

asynchronous learning networks

computer-based training

teletraining or e-learning

mobile learning & social media

Off-the job Training Methods


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On-the-job vs. Off-the-job Training

What are the advantages of on-the-job training?

What are the advantages and disadvantages of off-the-job training?


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Presenting theTraining: Delivery


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What are the advantages and disadvantages of on-site versus off-site training?


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Facilities Planning

The effectiveness of a training program is enhanced if the training environment is conducive to the training methods and content.

Which seating arrangements are best suited for whish kinds of training programs?


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Training Materials

What copyright restrictions should trainers be aware of when

selection training materials?


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Evaluation of Training Effectiveness


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Suppose a training program had a significant influence on the behavior of the trainees but did not influence the results of the organization, such as profitability, productivity, or costs.

What went wrong?

Does this mean that the training was ineffective?


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Criteria for Evaluating Training

The criteria for evaluating a training program should be determined by the training objectives.

What four criteria can be used to evaluate training programs?


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Sources of Data

A large variety of different variables can be used to evaluate training effectiveness.

What are these various sources of data?


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What are the advantages & disadvantages of each research design?

1.Post-test–only design (case study)

2.Pretest–post-test comparison

3.Pretest–post-test control group design

4.Post-test–only control group design

5.Solomon four-group design

6.Time-series design

7.Separate sample pretest–post-test control group design


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Talent Management Programs


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Talent Management

An integrated series of activities that include recruiting, selecting, motivating, training,

promoting, and retaining people.


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Socialization

Molding the attitudes and behaviors of people to socially acceptable standards.


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Balance in Socialization


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Role Transition Process

Separation: Moving out of former role & seeing oneself differently; realizing that it is time to move on.

Initiation: Testing the “new comers” to see if they have what it takes to succeed.

Assimilation: Molding the expectations of new associates; fitting in & becoming part of group.

Reality shock

Anticipatory Socialization


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Orientation Training

In designing an orientation program, trainers should decide what

information is needed right now by new employees.


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Effective Orientation Training Program

1. Begin with most relevant information.

2. Sponsors/mentors to help new employees learn the ropes.

3. Gradually introduce employees to members of work group.

4. Space orientation over a period of time rather than one long session.

5. Provide both oral and written information.


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Employee Development

literacy training

mentoring

attitude change

personality adjustments


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Career Planning & Development

Career development programs help people continue to grow and

develop after they begin their employment.


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Management Development Programs

Potential for Promotion

Low Medium High

Over-achiever

Futurestar

Superstar

Roleplayer

Teamplayer

Developing star

On the bubble

Under-achiever

Potential starJo

b P

erfo

rman

ce Hig

hM

ediu

mL

ow


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Training & Development Skills of Managers: Hierarchy of Management Skills

Conceptual Human Technical

Types of Skill Needed

Supervisors

Middle

Top


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Expatriate Training

Expatriate managers face special challenges.

Problems of adjustment

Cross-cultural training

Culture shock


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OSHA Mandated Training


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Sexual Harassment & Discrimination Training

Training designed to prevent harassment is part of an employer’s affirmative defense when cases go to trial.


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PerformanceManagement


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Performance Evaluation

All the human resource functions associated with evaluating & rewarding employee performance.


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Performance Criteria

What three basic types of behavior ought to be included in a performance appraisal?

What sources of data are available to reliably measure various aspects of performance?


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What to Evaluate

In deciding what to evaluate, an important issue is whether to focus on outcomes

(results) or behaviors (activities).


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Rating Errors


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A Classification Procedure Evaluating Four Dimensions

1. Quantity of work

2. Quality of work

3. Cooperativeness

4. Overall performance

Outstanding Excellent Good Fair Poor


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Ranking

To order a group of employees from highest to lowest along some dimension,

usually overall performance.


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1. Amount of work

2. Quality of work

3. Dependability

4. Judgment

5. Comprehension

6. Attitude

7. Cooperation

8. Capacity for future growth

9. Overall job accomplishment

5

5

5

5

5

5

5

5

5

4

4

4

4

4

4

4

4

4

3

3

3

3

3

3

3

3

3

2

2

2

2

2

2

2

2

2

1

1

1

1

1

1

1

1

1

5Outstanding

Top 5%

4Superior

10%

3At expected level

70%

2Below expected

10%

1Marginal level

5%

Graphic Rating Scale


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A. Job Knowledge

B. Job Knowledge

C. Job Knowledge

D. Job Knowledge

E. Job Knowledge

F. Job Knowledge

Rating Scales for Evaluating Job Knowledge

Low High

Low High / / / / / / 1 2 3 4 5 6 7

1 2 3 4 5 6 7Low High

OutstandingGoodAveragePoor

Low Below Average Average Above Average High

Knows where all items are located and price of

each item, could identify mis-marked items

Knows where most items are located and knows the prices of

several items

Knows where major items are located but does not know very

many prices

Does not know where items are located in the

store and does not know prices


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Limited foresight

Can’t deal with uncertainty

Forced-Choice Evaluation Procedure

Sometimes pompous or overly formal

Uncomfortable with people he/she doesn’t know

Incisive thinker

Experienced in chosen field

Needs supervision on most job assignments

Doesn’t provide job guidance to subordinates

Needs careful supervision

Manages own people effectively

Anticipates problems

Follows up on job as needed

Works at a slow pace

Unimaginative

Respected by most who know him/her

Technically competent

Effectively does many assignments at once

A steadying influence


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Narrative Appraisals/Essays

Used to describe an employee’s performance


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Critical Incidents

Descriptions by qualified observers of behaviors that are especially effective or ineffective.

One of the best techniques for identifying the most important dimensions of a job.


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How is MBO both a performance evaluation procedure and a philosophy of management?


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Management by Objectives

Espouses a positive, proactive way of managing rather than a reactive way.


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Types of Appraises:

Supervisor Appraisals

Peer Appraisals

Client Appraisals

Self Appraisals

Team Appraisals

Subordinate Appraisals

360-Degree Appraisals


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Linking Appraisals to Employment Decisions

The purpose of an evaluation should be to provide information for making important decisions.


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Defensible Evaluations

identify objective, job-related criteria

document performance events

communicate performance standards

use reasonable care

train evaluators


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ChangeManagement


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Constant Change

Organizations live in an ever-changing environment & their survival depends on their

ability to adapt to new demands & opportunities.


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Lasting Change

Why do most organizational change efforts fail to produce lasting change?


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Crucial Factors to Successful Change Effort

1. having a change sponsor

2. creating a shared need

3. creating a shared vision

4. mobilizing commitment

5. changing systems and structures

6. monitoring progress

7. making change last


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Driving Forces for Change Forces Resisting Change

Internal Forces Individual Resistance

1. New technology2. Changing work values3. Creation of new knowledge4. Product obsolescence5. Desire for leisure & alternative

work schedules

1. Fear of the unknown2. New learning3. Disruption of stable friendships4. Distrust of management

Environmental Forces Organizational Resistance

1. Competition2. Changes in consumer demands3. Resource availability4. Social and political changes5. International changes

1. Threat to the power structure2. Inertia of organizational

structure3. System relationships4. Sunk costs & vested interests


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Developmental Change

Transitional Change

Transformational Change

Per

form

ance

Time

Low High

Degree of complexity, cost, uncertainty, & frustrationPotential for resistance to change

Kinds of Organizational Change


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What are the major targets of organizational change and why is it important to identify the right targets?


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Most Common Targets of Change

Individual Personality

Dyad

Group

Work Teams

The Entire Organization & its Divisions

Organizational Structure

Organizational Strategy


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0% 20% 40% 60% 80% 100% 120% 140% 160%

Productivity Levels

Financial incentives

Pressure from supervisor

Intrinsic satisfaction

Physical exhaustion

Peer resistance

Mechanical difficulties

Driving Force Restraining ForceEquilibrium

Point

Kurt Lewin’s Force Field Analysis


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1. generalized goals specific objectives

2. former social ties new relationships

3. self doubt heightened self-esteem

4. external motives for change internal motive for change

Dalton’s Change Model

Change will not occur unless there is sufficient pain and tension to motivate it.


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Additional Change Theories

Education

Reinforcement

Peer Group

Inspiration of One’s Personal Example


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Action Research Model


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What is a learning organization and what are its competitive advantages?


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Learning Organizations

Organizations need to develop and acquire new skills, technologies, and products, or they may

become obsolete and lose their competitive position.


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Re-energizing a Mature Organization

What can be done to re-energize a mature organization?


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OrganizationalDevelopment Interventions


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OD Interventions

An OD intervention is a set of structured activities designed to improve some aspect

of organizational functioning.


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Interpersonal Interventions

coaching and counseling

sensitivity training

process consultation


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Group Interventions

Group diagnostic meetings

Team-building meetings

Role analysis technique

Responsibility charting


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Responsibility Chart for an Employment Office

Decisions Karen Jill Ken Bob Dick Janet

Advertise jobs R I — S — A-V

Screen applicants I R I I — A-V

Interview applicants I I R — S S

Contact references — I R — S S

Make job referrals I I — I S R

Update data files — R — — — A-V

Administer tests — I — — R S

R = Responsibility (initiates)A-V = Approval (right to veto)S = Support (put resources against)I = Inform (to be informed)


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Intergroup Interventions

Finding a common enemy

Joint activities

Rotating membership

Conflict resolution meetings


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Organizational Interventions

Survey feedback

Knowledge management programs

Structural change

Quality and performance management-TQM


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Quality & Performance Management

The purpose of TQM is to reduce errors to zero and to improve the quality of service.

What steps are taken in implementing a TQM intervention program?

copyright © 2012 by hrcp, l.c. human resource development phr 18% - sphr 19%

Documents

training needs training

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design of training

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value of training