2. Training and Development Practices
within the Integrated HR System
Training and Development
Intentional efforts to improve
current and future performance
By helping employees acquire
• Skills
• Knowledge
• Attitudes
Required of a competitive
workforce
3. Key Terms
Training
Improving employee competencies needed today
or very soon
Typical objective is to improve employee
performance in a specific job.
Development
Improving employee competencies over a longer
period of time
Typical objective is to prepare employees for future
roles.
4. Key Terms (cont’d)
Socialization
Learning how things are done in the organization
• Objective is to teach new employees about the
organization’s history, culture and management
practices.
5. Learning Organizations
Learning recognized as a source of
competitive advantage
Use knowledge management:
Make sure knowledge from employees, teams, and
units is captured, remembered, stored and shared
Technologies provide software to
share knowledge electronically
Chief Learning/Knowledge Officer
coordinates activities
6. Training and Development within
an Integrated HR System
•Other HR
Activities
• HR Planning
• Job Analysis
• Recruitment
• Selection
• Measuring
Performance
Global Environment
• Labour Market
• Technology
Organizational
Environment
Needs Analysis
• Organization
• Job
• Person
• Demographic
Key Design
Choices
• Focus
• Who receives?
• Who delivers?
• Where and when?
• What methods?
• Content
Evaluation
and Revision
Outcomes
•Attitudes
•Skills
•Behavior
•Performance
•Advancement
•Retention
7. Socialization
Training
Development
• Competencies that match
strategy
• Cohesiveness and
commitment
• Improved recruitment and
retention
• Improved performance
• Legal compliance and
protection
• Smoother mergers and
acquisitions
The Strategic Importance of Training
and Development
9. Roles and Responsibilities in
Training 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
12. Organizational Needs Analysis
Assess short-and long-term strategic
objectives
Analyze:
Human resource needs
Efficiency indices
Training climate
Resources and constraints
Clearly state T and D objectives
13. A Supportive Training Climate
Incentives encourage employees to
participate
Managers make it easy for employees to
attend T and D programs
Employees encourage each other
Use of new competencies is rewarded
No hidden punishments for participating
Managers who are effective trainers are
rewarded
14. Job Needs Analysis
Identify specific skills, knowledge and behavior
needed in present or future jobs
Use job analysis with competency modeling
15. Person Needs Analysis
Identify the gap between current capabilities and
those that are necessary or desirable using:
Output measures
Self-assessed training needs
Career planning discussions
Attitude surveys
16. Demographic Needs Analysis
Determine needs of specific populations of
workers
May be used to determine if all are given
equal access to growth experiences and
developmental challenges
17. Assessment
Phase
Training and
Development Phase
Evaluation
Phase
• Select training media
and learning
principles
• Conduct training
• Establish conditions
for maintenance
• Develop
criteria
• Pretest
• Monitor
training
• Evaluate
Training and Development Process
Assess needs:
• Organizational
• Job
• Person
• Demographic
18. Setting Up a Training and
Development System
Creating the Right Conditions:
Insight
Motivation
New skills and knowledge
Real World Practice
Accountability
20. Choosing the Program Format
Traditional Formats
On-the-job
On-site, but not on-the-job
Off the job
E-Learning
New technology allows integration
of multiple learning methods
Includes teleconferencing, multimedia, computer-
based learning
Can speed communication and cut costs
21. On the Job Training
Job instruction training
Apprenticeship training
Internships and
assistantships
Job rotation and
developmental job
assignments
Supervisory assistance
and mentoring
Coaching
22. Components of a Developmental Job
Unfamiliar responsibilities
Responsibility for creating change
High levels of responsibility
Boundary-spanning requirements
Dealing with diversity
23. On-Site, but Not On the Job Training
Programmed instruction on intranet or
internet
Videos and CDs
Interactive video training: Combines
programmed instruction with video
Teleconferencing
Corporate Universities and executive
education
24. Off the Job Training
Formal courses
Simulation
Vestibule method: simulates actual job
Assessment centers
Role-playing
Business board games
Sensitivity training
Wilderness trips and outdoor training
25. On-the-Job
On-Site, not On-the-Job
Off the Job
Job instruction
Apprenticeship
Internships
Job rotation
Programmed instruction
Interactive video and
web-based training
Teleconferencing
Formal courses
Simulation
Assessment centers
Role playing and sensitivity training
Wilderness trips
Program Location
26. Maintaining Performance After Training
Develop learning points to assist
retention
Set specific goals
Identify reinforcers
Train significant others to reinforce
behaviour
Teach trainees self-management skills
27. Evaluating Training and Development:
Long-Term Consequences
Organizational
Improved productivity
Lower cost
Improved customer
service
Improved retention
Increased applicant
pool
Individual
Reduced stress
Increased job
satisfaction
Career advancement
Family satisfaction
Employability