BSAD 310 Spring 2017 - CH 7

Chapter 7:
Training, Learning,
Talent Management,
and Development

The Need for
Training and Development
• After new employees are hired, they need
to learn about the organization and its
routine and processes.
• There is a relationship between training
and job satisfaction.
• Effective training and development are
investments, not expenses.
• Effective training pays for itself through
competitive advantage and increased
performance.
2Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.

Training and Development
• Training
– Teaching employees the skills necessary
to perform job duties
– Train employees to provide the
knowledge, skills, and abilities (KSAs) they
need to succeed in their work
• Employee Development
– Ongoing education to improve knowledge
and skills for present and future jobs within
the firm

When Is Training Needed?
• New Employee Orientation
– Introducing new employees to
organization and their jobs.
• New Job Requirements or Processes
• Remediation
– Correction of a deficiency or failure in a
process or procedure
• Employee Development for
Advancement

Exhibit 7-1: Training Process

Needs Assessment
• Needs Assessment: Analyzes the
difference between what is occurring
within the job(s) and what is required
based on firm’s operations and goals
• When Not Done Correctly
– Training courses may be poorly designed
(e.g., cover wrong info).
– Wrong (e.g., not-yet-ready) employees may
participate.
– Trainers may create programs that are
unnecessary or incomplete.

Employee Readiness
• Ability
– Organizations have to determine whether
or not employees feel they are able to
participate in the training process.
– Do they believe they can do it?
– Managers must match abilities to jobs.
• Willingness
– Are employees willing (motivated) to learn
what’s taught in a training program?

Learning
• Learning is any relatively permanent
change in behavior that occurs as a
result of experience or practice.
• Trainers must understand how people
learn so they can shape or change
employee behavior effectively.

Operant Conditioning and
Reinforcement
• Skinner’s theory states that behavior is
based on the consequences received
from behaving in a similar way at an
earlier point in time.
• If employees act in a particular way and
receive a reward, they will likely repeat
that behavior.

Exhibit 7-2: Shaping Behavior

Shaping Behavior–Methods
• Positive Reinforcement: Provide a
reward in return for a constructive action
• Negative Reinforcement: Withdrawal of
a harmful thing in response to a positive
action
• Punishment: Application of an adverse
consequence or removal of a reward to
decrease an unwanted behavior.
• Extinction: Lack of response, positive or
negative, to avoid reinforcing an
undesirable behavior

Strategies for Shaping
Behavior
• Increasing Targeted Behavior:
Use positive or negative reinforcement
(Option A or D in Exhibit 7-2)
• Decreasing Targeted Behavior:
Use punishment (in either of its forms)
or extinction (B, C, or E in Exhibit 7-2)

Design and Delivery of
Training
• Make Choice Based On . . .
– Information being transferred
– Options available to organization
– Best type of training to maximize transfer
of knowledge while minimizing cost of
training process

Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
MODEL 7-1: JOB INSTRUCTIONAL
TRAINING STEPS

On-the-Job Training and
Job Instructional Training
• On-the-Job Training (OJT)
– Done at work site with resources
employees use to perform job
• Job Instructional Training
– Has proven record of success; is a specific
type of on-the-job training used worldwide

Classroom Training
• Courses include content, instructional
methods, lesson plans and instructor
materials.
• Materials are provided to a qualified
instructor who teaches the class.
• Very good for consistently transferring
general knowledge or theories about a
topic to a large number of people.
• Effective when using the same equipment
that is used on the job.

Distance or E-Learning
• Synchronous Distance Learning
– Trainees sign into a website where
instructors interact with students and teach
topics.
• Asynchronous Distance Learning
– Trainees sign into training site and
materials are available for their studies.

Assessing Training
• Key Questions To Ask
– Has training achieved the shaped behavior
identified through the needs assessment?
– Did the money spent return a sufficient
ROI?
– Has job performance improved in a
commensurate manner indicative of
training dollars spent?

Assessment Methods
• The Four Level Evaluation Method
measures:
– Reaction: How individuals respond to the
training process
– Learning: Gained knowledge, new skills
learned, and changed attitudes toward
person’s knowledge or skill set
– Behaviors: Trainee’s changed on-the-job
behaviors
– Results: Improved individual behavioral
changes affecting organizational results

Talent Management and
Development
• Talent Management and Development
– Follow the same five steps as the training
process
• Employee Development
– Deals primarily with training workers for
future jobs

Careers
• Career: The individually perceived
sequence of attitudes and behaviors
associated with work-related
experiences and activities over the
span of the person’s life

Common Methods of
Employee Development
• Formal Education: Courses and degree
programs
• Experience: Job-related experiences (e.g., job
rotation)
• Employee Assessments: Reveal how
employees think, interact with others, and
manage their actions and emotions
– Psychological: Reveal style of thinking,
interaction, management, and leadership
– Emotional Intelligence: Reveal how employees
identify, understand, and use emotions to promote
working relationships

A Model of Career
Development Consequences
• Individual employees go through a
series of career stages as they
progress through their work life.
• Within each of these stages, the
employee has different needs that the
organization must meet so the
relationship between the two can
remain stable.

Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 7-4: Career Stages and the
Hierarchy of Needs
25

Exhibit 7-5: Consequences of Career Planning
26
Lussier and Hendon, Fundamentals
of Human Resource Management.
© 2017, SAGE Publications.

Trends and Issues in HRM
• The Gamification of Training and
Development
– Gamification: the process of designing and
utilizing video and other game technology
to teach the player a business concept.
• Outsourcing Employee Training and
Development
– Outsourcing has become the major topic
of interest to organizations of all sizes.

BSAD 310 Spring 2017 - CH 7

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BSAD 310 Spring 2017 - CH 7