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Employee training(2)

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  • 1. Training Training  andand   Development Development 
  • 2. Training and Development Practices Training and Development Practices  within the Integrated HR Systemwithin the Integrated HR System Training and Development Practices Training and Development Practices  within the Integrated HR Systemwithin the Integrated HR System Training and Development  Training and Development    Intentional efforts to improve Intentional efforts to improve  current and future performancecurrent and future performance  By helping employees acquireBy helping employees acquire • SkillsSkills • KnowledgeKnowledge • AttitudesAttitudes  Required of a competitive Required of a competitive  workforceworkforce
  • 3. Key TermsKey TermsKey TermsKey Terms  TrainingTraining  Improving employee competencies needed today or Improving employee competencies needed today or  very soonvery soon  Typical objective is to improve employee Typical objective is to improve employee  performance in a specific job.performance in a specific job.  DevelopmentDevelopment  Improving employee competencies over a longer Improving employee competencies over a longer  period of timeperiod of time  Typical objective is to prepare employees for future Typical objective is to prepare employees for future  roles.roles.
  • 4. Key Terms (cont’d)Key Terms (cont’d)Key Terms (cont’d)Key Terms (cont’d)  SocializationSocialization  Learning how things are done in the organizationLearning how things are done in the organization • Objective is to teach new employees about the Objective is to teach new employees about the  organization’s history, culture and management organization’s history, culture and management  practices.practices.
  • 5. Learning OrganizationsLearning OrganizationsLearning OrganizationsLearning Organizations  Learning recognized as a source of competitive Learning recognized as a source of competitive  advantageadvantage  Use knowledge management:  Use knowledge management:    Make sure knowledge from employees, teams, and Make sure knowledge from employees, teams, and  units is captured, remembered, stored and sharedunits is captured, remembered, stored and shared  Technologies provide software toTechnologies provide software to share knowledge electronically share knowledge electronically   Chief Learning/Knowledge OfficerChief Learning/Knowledge Officer coordinates activitiescoordinates activities
  • 6. Training and Development within Training and Development within  an Integrated HR Systeman Integrated HR System Training and Development within Training and Development within  an Integrated HR Systeman Integrated HR System • Other HR ActivitiesOther HR Activities • HR PlanningHR Planning • Job AnalysisJob Analysis • RecruitmentRecruitment • SelectionSelection • MeasuringMeasuring PerformancePerformance Global EnvironmentGlobal Environment • Labour MarketLabour Market • TechnologyTechnology OrganizationalOrganizational EnvironmentEnvironment   Needs AnalysisNeeds Analysis • OrganizationOrganization • JobJob • PersonPerson • DemographicDemographic Key Design Key Design  ChoicesChoices • FocusFocus • Who receives?Who receives? • Who delivers?Who delivers? • Where and when?Where and when? • What methods?What methods? • ContentContent Evaluation Evaluation  and Revisionand Revision OutcomesOutcomes •AttitudesAttitudes •SkillsSkills •BehaviorBehavior •PerformancePerformance •AdvancementAdvancement •RetentionRetention
  • 7. Socialization Training Development • Competencies that match Competencies that match  strategystrategy • Cohesiveness and commitmentCohesiveness and commitment • Improved recruitment and Improved recruitment and  retentionretention • Improved performanceImproved performance • Legal compliance and Legal compliance and  protectionprotection • Smoother mergers and Smoother mergers and  acquisitionsacquisitions The Strategic Importance of TrainingThe Strategic Importance of Training and Developmentand Development The Strategic Importance of TrainingThe Strategic Importance of Training and Developmentand Development
  • 8. Improving PerformanceImproving PerformanceImproving PerformanceImproving Performance  Improving ServiceImproving Service  Training for CustomersTraining for Customers  ProductivityProductivity  New TechnologyNew Technology
  • 9. Roles and Responsibilities in Roles and Responsibilities in  Training and DevelopmentTraining and Development Roles and Responsibilities in Roles and Responsibilities in  Training and DevelopmentTraining and Development Line Managers • Link business plans  to TandD • Participate in  delivery • Help employees  identify needs • Support employee  participation • Reinforce transfer of  learning • Do OTJ training HR Professionals • Identify needs, with  line mgrs • Help employees to  identify needs • Communicate TandD  opportunities and  consequences • Develop/administer  TandD activities • Train trainers • Evaluate Employees • Identify own needs • Accept responsibility  for finding  opportunities • Actively participate  in TandD activities • Assist with TandD of  coworkers • Participate in  evaluation of TandD  activities
  • 10. Managers HR  Professionals Employees CooperateCooperate SupportSupport TrainTrain AssistAssist CommunicateCommunicate TrainTrain IdentifyIdentify AcceptAccept ParticipateParticipate Partnership PerspectivePartnership PerspectivePartnership PerspectivePartnership Perspective
  • 11. Determining Training and Determining Training and  Development NeedsDevelopment Needs Determining Training and Determining Training and  Development NeedsDevelopment Needs Organization  Needs Person  Needs Demographic  Needs Job  Needs
  • 12. Organizational Needs AnalysisOrganizational Needs AnalysisOrganizational Needs AnalysisOrganizational Needs Analysis  Assess short­and long­term strategic Assess short­and long­term strategic  objectivesobjectives  Analyze:Analyze:  Human resource needsHuman resource needs  Efficiency indicesEfficiency indices  Training climateTraining climate  Resources and constraintsResources and constraints  Clearly state T and D objectivesClearly state T and D objectives
  • 13. A Supportive Training ClimateA Supportive Training ClimateA Supportive Training ClimateA Supportive Training Climate  Incentives encourage employees to participateIncentives encourage employees to participate  Managers make it easy for employees to attend Managers make it easy for employees to attend  T and D programsT and D programs  Employees encourage each otherEmployees encourage each other  Use of new competencies is rewardedUse of new competencies is rewarded  No hidden punishments for participatingNo hidden punishments for participating  Managers who are effective trainers are Managers who are effective trainers are  rewardedrewarded
  • 14. Job Needs AnalysisJob Needs AnalysisJob Needs AnalysisJob Needs Analysis  Identify specific skills, knowledge and behavior Identify specific skills, knowledge and behavior  needed in present or future jobsneeded in present or future jobs  Use job analysis with competency modelingUse job analysis with competency modeling
  • 15. Person Needs AnalysisPerson Needs AnalysisPerson Needs AnalysisPerson Needs Analysis  Identify the gap between current capabilities and Identify the gap between current capabilities and  those that are necessary or desirable using:those that are necessary or desirable using:  Output measuresOutput measures  Self­assessed training needsSelf­assessed training needs  Career planning discussionsCareer planning discussions  Attitude surveysAttitude surveys
  • 16. Demographic Needs AnalysisDemographic Needs AnalysisDemographic Needs AnalysisDemographic Needs Analysis  Determine needs of specific populations of Determine needs of specific populations of  workersworkers  May be used to determine if all are given May be used to determine if all are given  equal access to growth experiences and equal access to growth experiences and  developmental challengesdevelopmental challenges
  • 17. Assessment Assessment  PhasePhase Training andTraining and Development PhaseDevelopment Phase EvaluationEvaluation PhasePhase • Select training media Select training media  and learning principlesand learning principles • Conduct trainingConduct training • Establish conditions Establish conditions  for maintenancefor maintenance • DevelopDevelop criteriacriteria • PretestPretest • Monitor Monitor  trainingtraining • EvaluateEvaluate Training and Development ProcessTraining and Development ProcessTraining and Development ProcessTraining and Development Process Assess needs:Assess needs: • OrganizationalOrganizational • JobJob • PersonPerson • DemographicDemographic
  • 18. Setting Up a Training andSetting Up a Training and Development SystemDevelopment System Setting Up a Training andSetting Up a Training and Development SystemDevelopment System  Creating the Right Conditions:Creating the Right Conditions:  InsightInsight  MotivationMotivation  New skills and knowledgeNew skills and knowledge  Real World PracticeReal World Practice  AccountabilityAccountability
  • 19. CognitiveCognitive KnowledgeKnowledge Skill­Based OutcomesSkill­Based Outcomes AffectiveAffective OutcomesOutcomes Developing Program ContentDeveloping Program ContentDeveloping Program ContentDeveloping Program Content Program Content
  • 20. Choosing the Program FormatChoosing the Program FormatChoosing the Program FormatChoosing the Program Format  Traditional FormatsTraditional Formats  On­the­jobOn­the­job  On­site, but not on­the­jobOn­site, but not on­the­job  Off the jobOff the job  E­LearningE­Learning  New technology allows integration New technology allows integration  of multiple learning methodsof multiple learning methods  Includes teleconferencing, multimedia, computer­Includes teleconferencing, multimedia, computer­ based learningbased learning  Can speed communication and cut costsCan speed communication and cut costs
  • 21. On the Job TrainingOn the Job TrainingOn the Job TrainingOn the Job Training  Job instruction trainingJob instruction training  Apprenticeship trainingApprenticeship training  Internships and Internships and  assistantshipsassistantships  Job rotation and Job rotation and  developmental job developmental job  assignmentsassignments  Supervisory assistance Supervisory assistance  and mentoringand mentoring  CoachingCoaching
  • 22. Components of a Developmental JobComponents of a Developmental JobComponents of a Developmental JobComponents of a Developmental Job  Unfamiliar responsibilitiesUnfamiliar responsibilities  Responsibility for creating changeResponsibility for creating change  High levels of responsibilityHigh levels of responsibility  Boundary­spanning requirementsBoundary­spanning requirements  Dealing with diversityDealing with diversity
  • 23. On­Site, but Not On the Job TrainingOn­Site, but Not On the Job TrainingOn­Site, but Not On the Job TrainingOn­Site, but Not On the Job Training  Programmed instruction on intranet or Programmed instruction on intranet or  internetinternet  Videos and CDsVideos and CDs  Interactive video training:  Combines Interactive video training:  Combines  programmed instruction with videoprogrammed instruction with video  TeleconferencingTeleconferencing  Corporate Universities and executive Corporate Universities and executive  educationeducation
  • 24. Off the Job TrainingOff the Job TrainingOff the Job TrainingOff the Job Training  Formal coursesFormal courses  SimulationSimulation  Vestibule method:  simulates actual jobVestibule method:  simulates actual job  Assessment centersAssessment centers  Role­playingRole­playing  Business board gamesBusiness board games  Sensitivity trainingSensitivity training  Wilderness trips and outdoor trainingWilderness trips and outdoor training
  • 25. On­the­JobOn­the­Job On­Site, not On­the­JobOn­Site, not On­the­Job Off the JobOff the Job Job instructionJob instruction ApprenticeshipApprenticeship InternshipsInternships Job rotationJob rotation Programmed instructionProgrammed instruction Interactive video and Interactive video and  web­based trainingweb­based training TeleconferencingTeleconferencing Formal coursesFormal courses SimulationSimulation Assessment centersAssessment centers Role playing and sensitivity trainingRole playing and sensitivity training Wilderness tripsWilderness trips Program LocationProgram LocationProgram LocationProgram Location
  • 26. Maintaining Performance After TrainingMaintaining Performance After TrainingMaintaining Performance After TrainingMaintaining Performance After Training  Develop learning points to assist Develop learning points to assist  retentionretention  Set specific goalsSet specific goals  Identify reinforcersIdentify reinforcers  Train significant others to reinforce Train significant others to reinforce  behaviourbehaviour  Teach trainees self­management skillsTeach trainees self­management skills
  • 27. Evaluating Training and Development: Evaluating Training and Development:  Long­Term Consequences Long­Term Consequences  Evaluating Training and Development: Evaluating Training and Development:  Long­Term Consequences Long­Term Consequences   OrganizationalOrganizational  Improved Improved  productivityproductivity  Lower costLower cost  Improved customer Improved customer  serviceservice  Improved retentionImproved retention  Increased applicant Increased applicant  poolpool  IndividualIndividual  Reduced stressReduced stress  Increased job Increased job  satisfactionsatisfaction  Career advancementCareer advancement  Family satisfactionFamily satisfaction  EmployabilityEmployability

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