TRAINING AND DEVELOPMENT

Chapter ObjectivesDefine training and development (T&D).Explain factors influencing T&DDescribe the T&D process and how training needs are determined and objectives established.Identify the various T&D methods.Define orientation and identify its purposes.

Chapter Objectives (Continued)Identify special training needs.Identify the means by which T&D programs are implemented and evaluatedDescribe training partnerships that exist between business, government, and educationDistinguish between career and job securityExplain career planning and development.Define organizational development (OD) and describe various OD techniques

Training and Development (T&D)Human Resource Development Major HRM function consisting not only of T&D, but also individual career planning and development activities and performance appraisalTraining and Development Heart of a continuous effort designed to improve employee competency and organizational performance

Training and Development (T&D)Training - Designed to provide learners with the knowledge and skills needed for their present jobs formal and informalDevelopment - Involves learning that goes beyond today's job more long-term focusLearning Organization firms that recognize critical importance of continuous performance-related training and development an take appropriate action

Training and Development (T&D)Key FactorsIncreasing a person education level increases productivity100 Best companies to work for in America list T & D second

Factors Influencing T&DTop management supportCommitment from specialists and generalistsTechnological advancesOrganizational complexityLearning style

The Training and Development (T&D) ProcessDetermine T&D NeedsEstablish Specific ObjectivesSelect T&D Method(s)Implement T&D ProgramsEvaluate T&D Programs

Determining Training and Development Needs In order to compete effectively, firms must keep employees well trained.

Establishing Training and Development ObjectivesDesired end results

Clear and concise objectives must be formulated

T&D Methods

Classroom ProgramsMentoringCoachingRole PlayingSimulations

Distance Learning and VideoconferencingE-learningOn-the-Job TrainingJob RotationInternships

Classroom ProgramsContinue to be effective for many types of employee trainingMay incorporate some of other methods

Mentoring Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and developmentMentor may be located elsewhere in organization or in another firmRelationship may be formal or informal

Coaching Often considered responsibility of immediate bossProvides assistance much as a mentor

Role PlayingRespond to specific problems they may actually encounter in jobsUsed to teach such skills as: interviewinggrievance handling performance appraisal reviews conference leadershipteam problem solving communication

SimulationsTraining devices that model the real world or programs replicating tasks away from the job site

Distance Learning and VideoconferencingInteractive trainingUsed to:increase access to trainingensure consistency of instructionreduce cost of delivering T&D programs

E-Learning Umbrella term describing online instruction

On-the-Job TrainingInformal approach that permits employee to learn job tasks by actually performing themMost commonly used T&D methodNo problem transferring what has been learned to the task

Job RotationEmployees move from one job to another to broaden experienceHelps new employees understand variety of jobs

InternshipsTraining approach where university students divide their time between attending classes and working for an organization Excellent means of viewing potential permanent employee at workStudents are enabled to integrate theory with practice

Management DevelopmentAll learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positionsImperative managers keep up with latest developments in their fields while managing ever-changing workforce in a dynamic environmentRequires personal commitment of individual manager

Reasons to Conduct Management Training Outside of the CompanyAn outside perspectiveNew viewpointsPossibility of taking executives out of work environmentExposure to faculty experts and researchBroader vision

Reasons to Conduct Management Training Inside of the CompanyTraining more specific to needsLower costsLess timeConsistent, relevant materialMore control of content and faculty

OrientationInitial T&D effort designed for employeesStrives to inform them about company, job and workgroupOn-boarding

Additional Benefits of Orientation Effective in retaining and motivating personnel

Special Training AreasTelecommuter permit manager and employee to define job responsibilities and set goals and expectationsDiversity develop sensitivity to create more harmonious working environmentEthics develop corporate culture that rewards ethical behaviorConflict Resolution communication skills needed to resolve gridlock

Special Training Areas

English as a Second Language help employees in way that validates them and optimizes personal relationshipsTeamwork how to work in groupsEmpowerment how to make decisions and accept responsibilityRemedial basic literacy and mathematics skills

Implementing Human Resource Development ProgramsImplies changeFeel they are too busy to engage in T&D effortsQualified trainers must be availableTrainers must understand company objectives

Evaluating Human Resource DevelopmentAsk participants opinionsDetermine extent of learningWill training change behavior?Have T&D objectives been accomplished?BenchmarkingEvaluation difficult, but necessary

Organization Development

Survey feedback processQuality circlesTeam buildingSensitivity training

Survey Feedback DescriptionProcess of collecting data from organizational unit through use of questionnaires, interviews and other objective dataCan create working environments that lead to better working relationships, greater productivity and increased profitability

Quality CirclesGroups of employees who voluntarily meet regularly with their supervisors to discuss problemsInvestigate causesRecommend solutions

Team BuildingConscious effort to develop effective workgroupsUses self-directed teamsSmall group of employees responsible for an entire work processMembers work together to improve their operation

Sensitivity TrainingParticipants learn about themselves and how others perceive themNo agenda, leaders, authority, power positionsPeople learn through dialogueParticipants encouraged to learn about themselves and others in groupAlso called T-group training

CAREER PLANNINGAND DEVELOPMENT

Career Planning and DevelopmentCareer general course that person chooses to pursue for working lifeCareer Planning process whereby individual sets goals and identifies means to achieve themOrganizational Career Planning paths identified for employees to assist in development

Job and Career SecurityJob Security implies security in one job,often with one companyCareer Security requires developing marketable skills and expertise that help ensure employment with a range of careers

Job and Career SecurityWhat should a professional be doingto maintain security?Stay current on their industry trendsHave on-going evaluations of their skillsContinuing educationNetwork continuously Have career/job mentoring

Human Resources DevelopmentIn addition to Training and Development, it involves career planning, development activities, organization development, and performance appraisals

Training and DevelopmentTraining- provides learners with the knowledge and skills need for their jobDevelopment- goes beyond the job and has more long term focusTop management support need their support for the T&D to be successfulCommitment from specialists and generalists- need commitment from line managers and the likeTechnological advances- changes the need for different types of training. For example, the Internet strong influence the way recruiters find peopleOrganizational complexity- interactions between people has become more complicatedLearning styles- best time to learn is when the learning will be useful. The Internet has impacted the way training is delivered