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Employee Training and   Development                        1-1
Introduction: Training for Competitive Advantage                             1-2
ObjectivesAfter reading this chapter, youshould be able to:1.   Discuss the forces influencing the     workplace and learn...
Objectives         (continued)4.   Discuss the key roles and competencies     required for training professionals.5.   Ide...
What is training? Training refers to a planned effort by a  company to facilitate employees’ learning of  job-related com...
Training Design Process                      EnsuringConducting Needs     Employees’         Creating a  Assessment       ...
Assumptions of Training DesignApproaches Training design is effective only if it helps  employees reach instructional or ...
Forces Influencing theWorkplaceand Training Globalization Need for leadership Increased value placed on knowledge Attr...
Core Values of Total QualityManagement Methods and processes are designed to meet  the needs of internal and external cus...
Core Values of TQM            (continued) The company promotes cooperation with  vendors, suppliers, and customers to imp...
Skills needed to manage adiverse work- force include: Communicating effectively with employees  from a wide variety of ba...
1 - 12How Managing Cultural Diversity CanProvide Competitive Advantage1. Cost argument         As organizations become mor...
1 - 13How Managing Cultural Diversity CanProvide Competitive Advantage(continued)4. Creativity argument Diversity of persp...
Use of new technology and work designneeds to be supported by specific HRMpractices: Employees choose or select new emplo...
Use of new technology and work designneeds to be supported by specific HRMpractices: (continued) Equipment and work proce...
1 - 16Roles and Competencies ofTrainers     Roles         CompetenciesAnalysis/Assessment Role      Industry understanding...
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Introduction to employee training and development ppt 1 2

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Introduction to employee training and development ppt 1 2

  1. 1. Employee Training and Development 1-1
  2. 2. Introduction: Training for Competitive Advantage 1-2
  3. 3. ObjectivesAfter reading this chapter, youshould be able to:1. Discuss the forces influencing the workplace and learning, and explain how training can help companies deal with these forces.2. Discuss various aspects of the instructional system design model.3. Describe the amount and types of training occurring in various companies. 1-3
  4. 4. Objectives (continued)4. Discuss the key roles and competencies required for training professionals.5. Identify appropriate resources (e.g., journals, websites) for learning about training research and practice. 1-4
  5. 5. What is training? Training refers to a planned effort by a company to facilitate employees’ learning of job-related competencies. The goal of training is for employees to  master the knowledge, skill, and behaviors emphasized in training programs, and  apply them to their day-to-day activities 1-5
  6. 6. Training Design Process EnsuringConducting Needs Employees’ Creating a Assessment Readiness for Learning Training EnvironmentDeveloping an Ensuring TransferEvaluation Plan of Training Monitor and Select Training Evaluate the Method Program 1-6
  7. 7. Assumptions of Training DesignApproaches Training design is effective only if it helps employees reach instructional or training goals and objectives. Measurable learning objectives should be identified before training. Evaluation plays an important part in planning and choosing a training method, monitoring the training program, and suggesting changes to the training design process. 1-7
  8. 8. Forces Influencing theWorkplaceand Training Globalization Need for leadership Increased value placed on knowledge Attracting and winning talent Quality emphasis Changing demographics and diversity of the work force New technology High-performance model of work systems 1-8
  9. 9. Core Values of Total QualityManagement Methods and processes are designed to meet the needs of internal and external customers. Every employee in the company receives training in quality. Quality is designed into a product or service so that errors are prevented from occurring, rather than being detected and corrected. 1-9
  10. 10. Core Values of TQM (continued) The company promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs. Managers measure progress with feedback based on data. 1- 10
  11. 11. Skills needed to manage adiverse work- force include: Communicating effectively with employees from a wide variety of backgrounds. Coaching and developing employees of different ages, educational backgrounds, ethnicities, physical abilities, and races. Providing performance feedback that is free of values and stereotypes based on gender, ethnicity, or physical handicap. Creating a work environment that allows employees of all backgrounds to be innovative. 1- 11
  12. 12. 1 - 12How Managing Cultural Diversity CanProvide Competitive Advantage1. Cost argument As organizations become more diverse, the cost of a poor job in integrating workers will increase. Those who handle this well will thus create cost advantages over those who don’t.2. Resource- Companies develop reputations on favorability as acquisition prospective employers for women and minorities. argument Those with the best reputations for managing diversity will be the most attractive employers for women and minority groups. An important edge in a tight labor market.3. Marketing argument The insight and cultural sensitivity that members with roots in other countries bring to the marketing effort should improve these efforts in important ways.
  13. 13. 1 - 13How Managing Cultural Diversity CanProvide Competitive Advantage(continued)4. Creativity argument Diversity of perspectives and less emphasis on conformity to norms of the past should improve the level of creativity.5. Problem-solving Heterogeneity in decisions and problem-solving argument groups potentially produces better decisions through a wider range of perspectives and more through critical analysis of issues.6. System flexibility An implication of the multicultural model for argument managing diversity is that the system will become less determinant, less standardized, and therefore more fluid. The increased fluidity should create greater flexibility to react to environmental changes (i.e., reactions should be faster and cost less).
  14. 14. Use of new technology and work designneeds to be supported by specific HRMpractices: Employees choose or select new employees or team members. Employees receive formal performance feedback and are involved in the performance improvement process. Ongoing training is emphasized and rewarded. Rewards and compensation are linked to company performance. 1- 14
  15. 15. Use of new technology and work designneeds to be supported by specific HRMpractices: (continued) Equipment and work processes encourage maximum flexibility and interaction between employees. Employees participate in planning changes in equipment, layout, and work methods. Employees understand how their jobs contribute to the finished product or service. 1- 15
  16. 16. 1 - 16Roles and Competencies ofTrainers Roles CompetenciesAnalysis/Assessment Role Industry understanding; computer competence; data analysis skill; research skillDevelopment Role Understanding of adult learning; skills in feedback; writing, electronic systems, and preparing objectivesStrategic Role Career development theory; business understanding; delegation skills; training and development theory; computer competenceInstructor/Facilitator Role Adult learning principles; skills related to coaching, feedback, electronic systems, and group processesAdministrator Role Computer competence; skills in selecting and identifying facilities; cost-benefit analysis; project management; records management

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