HR 206 Chapter 1 PPT

1. CHAPTER 1
INTRODUCTION TO TRAINING AND
DEVELOPMENT
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OBJECTIVES (1)
Discuss the forces influencing the workplace and learning and explain
how training can help companies deal with these forces
Draw a figure or diagram and explain how training, development,
informal learning, and knowledge management contribute to
business success
Discuss various aspects of the training design process
Describe the amount and types of training occurring in U.S.
companies

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OBJECTIVES (2)
Discuss the key roles for training professionals
Identify appropriate resources, such as journals and websites, for
learning about training research and practice

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TRAINING IS IMPORTANT IN MANY RESPECTS
There are many challenges and opportunities in the workplace today
Training equips individuals with necessary knowledge, skills, and
abilities
Training attracts employees to companies, engages them, and
promotes retention
Training helps to create and sustain a competitive advantage

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KEY COMPONENTS OF LEARNING
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LEARNING ENHANCES HUMAN CAPITAL
Learning
• The process of acquiring knowledge, skills, competencies, attitudes,
or behaviors
Human Capital
• The knowledge, advanced skills, understanding, creativity, and
motivation to deliver high-quality products and services

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HOW DO TRAINING AND DEVELOPMENT DIFFER?
Training
• Facilitates learning job-related competencies, knowledge, skills or
behavior
Development
• Future focused—includes formal education, job experiences,
relationships, and assessments

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INFORMAL LEARNING IS IMPORTANT
While formal training is important, much of what is learned occurs
through informal learning
There are several characteristics of informal learning
• Learner initiated
• Occurs without a trainer or instructor
• Motivated by an intent to develop
• Does not occur in a formal learning setting
• Breadth, depth, and timing are controlled by the employee

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EXPLICIT AND TACIT KNOWLEDGE
Explicit Knowledge
• Well documented, easily articulated, and easily transferred from
person-to-person
• Primary focus of formal training
Tacit Knowledge
• Personal knowledge based on experience that is difficult to codify
• Facilitated by informal learning

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KNOWLEDGE MANAGEMENT
Knowledge management includes tools, processes, systems,
structures, and cultures to improve the creation, sharing, and use of
knowledge
Knowledge management is important because it contributes to
informal learning

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THE TRAINING DESIGN PROCESS
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ADDIE

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QUESTIONS
Why is it important to systemically design training?
What are the limitations of the ISD and ADDIE models?
What should you do in practice?

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A NUMBER OF FORCES IMPACT LEARNING
Economic cycles
Globalization
Value of intangible assets and
human capital
Focus on links to business
strategy
Changing demographics and
diversity
Generational differences
Talent management
Customer service and quality
emphasis
New technology
High-performance models of
work systems

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ECONOMIC CYCLES
Irrespective of the current economic cycle, training contributes to an
organization’s performance
In the current economy, it can be difficult to find employees with the
skills they need and to replace retiring employees
High-performing employees may be looking to change jobs for better
opportunities

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GLOBALIZATION
Global companies are struggling to find and retain talented employees,
especially in emerging markets
Many employees in the U.S. are immigrants, filling high-skilled and low-
skilled positions
U.S. companies need to consider the benefits and costs of offshoring

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INCREASED VALUE PLACED ON INTANGIBLE ASSETS
AND HUMAN CAPITAL
What is meant by … ?
• human capital
• intellectual capital
• social capital
• customer capital
How do training and development directly or indirectly influence each
of these types of capital?

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FOCUS ON LINKS TO BUSINESS STRATEGY
Training should be carefully aligned with business strategy to help an
organization achieve its strategic goals
Training is no longer an isolated function, but rather an integral part of
business success
Different companies have different strategic training needs—one size
does not fit all

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CHANGING DEMOGRAPHICS AND DIVERSITY OF THE
WORKFORCE
The workplace is becoming older and more culturally diverse
The median age of the labor force will be 42.3 years in 2026, the oldest
ever recorded
Between 2016 and 2026, the U.S. labor force will be more ethnically
diverse due to immigration, increased participation of minorities in the
workforce, and higher minority fertility rates
Training is important to help promote diversity and accommodate
needs of different groups

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GENERATIONS AT WORK
There are five generations in today’s workplace
• Generation Z—Digital Natives
• The Millennials
• Generation X
• Baby Boomers
• Traditionalists
What skill sets are needed for managing generational diversity?

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TALENT MANAGEMENT
Systematic, planned, and strategic effort by a company to attract,
retain, develop, and motivate highly skilled talent
Key components
• acquiring and assessing employees
• learning and development
• performance management and compensation

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TOP TALENT MANAGEMENT CHALLENGES
As Baby Boomers continue to retire, what will the burden be for
remaining employees? How can the knowledge of Boomers be
captured before they leave?
In tight labor markets, how can organizations find, attract, and develop
skilled employees?
How can companies develop new leadership?

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SERVICE AND QUALITY EMPHASIS
Total Quality Management (TQM)
• Company-wide effort to continuously improve the ways people,
machines, and systems accomplish work
Quality Standards
• Malcolm Baldrige National Quality Award
• ISO 9000:2000

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ISO 10015 TRAINING STANDARDS
Companies have to determine the return on investment of training to
company performance
Companies are required to use appropriate design and effective
learning processes
• ISO 10015 defines training design as analyzing, planning, doing, and
evaluating

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BALDRIGE AWARD CRITERIA
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SIX SIGMA
A process of measuring, analyzing, improving, and then controlling
processes once they have been brought within narrow six sigma quality
tolerances or standards
Involves highly trained employees known as Champions, Master Black
Belts, Black Belts, and Green Belts, who lead and teach teams

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HOW SOCIAL MEDIA CAN HELP TRAINING
Knowledge sharing, capturing, and storing
Collect employee opinions
Create online expert communities
Encourage participation in online discussions
Share best practices and links to articles and webinars
Interact with mentors and coaching peers

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TECHNOLOGY AND TRAINING
What new technologies can be used for training?
What are the benefits of new technology? What are the challenges and
limitations?
Will new technology eliminate the need for traditional classroom
training? Why or why not?

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HIGH-PERFORMANCE WORK SYSTEMS
Work teams
• Employees interact to assemble a product or provide a service
Cross training
• Training employees in a range of skills to fill different roles
Virtual teams
• Teams separated by time, geographic, and organizational
boundaries

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SNAPSHOT OF TRAINING PRACTICES (1)
Total training expenditures rose almost 33% to 90.6 billion in 2017
Direct expenditures, as a percentage of payroll and learning hours,
have gradually risen over the last several years
The average number of learning hours per employee has increased
since 2012
There is an increased demand for specialized learning that includes
manager, professional, and industry-specific content

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SNAPSHOT OF TRAINING PRACTICES (2)
The use of technology-based learning delivery has increased from 38%
in 2011 to 45 percent in 2016
Self-paced online learning is the most frequently used type of
technology-based learning
Technology-based learning has helped improve learning efficiency
Traditional, instructor-led classroom training continues to be the most
popular method, but its use continues to decline

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CHARACTERISTICS OF BEST AWARD WINNERS
Training supports business strategy
Visible support from top management
Efficiency in training
All employees with access to training on an as-needed basis
Variety of learning opportunities
Measurement of training effectiveness
Use of non-training solutions

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TRAINING ROLES (1)
Learning Strategist
• Determines how learning can be used to align with business
strategy
Business Partner
• Uses business knowledge and industry expertise to create training
that improves performance

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TRAINING ROLES (2)
Project Manager
• Plans and monitors delivery of learning and performance solutions
to support the business
Professional Specialist
• Designs, develops, delivers, and evaluates learning and
performance systems

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TRAINING PROFESSIONAL ASSOCIATIONS
Association for Talent Development (ATD)
Academy of Human Resource Development (AHRD)
Society for Human Resource Management (SHRM)
Society for Industrial and Organizational Psychology (SIOP)
Academy of Management (AOM)
International Society for Performance Improvement (ISPI)

36. Appendix of Image Long Descriptions

37. KEY COMPONENTS OF LEARNING Long Description
This image illustrates the key components of learning. It contains two concentric circles. The area between these circles
has been divided into two segments. The top segment is labeled formal training and employee development. The left end
of the second segment is labeled knowledge management, and the right end of the second segment is labeled informal
learning.
The top portion within the inner circle is labeled learning human capital. A downward-pointing arrow connects this
content to two points at the bottom of the inner circle. These points read as follows:
Performance improvement
Reach business goals
Jump back to KEY COMPONENTS OF LEARNING

38. THE TRAINING DESIGN PROCESS Long Description
This slide presents the instruction design process with an arrow (from left to right):
Conduct a needs assessment—determine who and what needs to be trained
Ensure employee readiness for training—ensure employees are prepared and motivated to attend training
Create a learning environment—create an environment that has the features for learning to occur
Ensure transfer of training—ensure support is in place to facilitate the transfer of trained skills
Develop an evaluation plan—determine how the effectiveness of training will be assessed
Design and conduct training —select training methods and deliver training
Monitor and evaluate—assess the effectiveness of training
Jump back to THE TRAINING DESIGN PROCESS

39. BALDRIGE AWARD CRITERIA Long Description
This slide presents the different Baldrige Award criteria in different boxes (from left to right, top to bottom):
Leadership
Measurement, analysis, and knowledge management
Strategic planning
Workforce focus
Operational focus
Results
Customer focus
Jump back to BALDRIGE AWARD CRITERIA