This presentation is about training and its contribution to a company's business strategy. The need to conduct training needs assessment and the role of the managers are both important to ensure what is the right training for their employees.

1. TRAINING AND ITS
CONTRIBUTION TO
COMPANY’S BUSINESS
STRATEGY
Presented by:
CASHMIR G. PANGANDAMAN
HRMO Designate
Manila Liaison Office
Office of the Chief Minister
Bangsamoro Autonomous Region in Muslim Mindanao

2. ■ Discuss how training can contribute to companies business strategy. (Lesson 1)
■ Explain the role of the manager in identifying training needs and supporting training
on the job. (Lesson 2)
■ Conduct a needs assessment. (Lesson 3)
■ Evaluate employees’ readiness for training. (Lesson 4)
■ Discuss the strengths and weaknesses of presentation, hands-on, and group
training methods. (Lesson 5)
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3. OWNERSHIP AND MANAGEMENT
 Brothers Walter and John Wegman (Robert
Wegman’s father and uncle) learned the food
business by working in their parents’ store in
Rochester. John peddled fresh produce from a
pushcart, and in 1916, he opened the Rochester
Fruit & Vegetable Company, which marks the
beginning of Wegmans Food Markets. Walter
joined him a year later. Robert Wegman
assumed leadership of the company as the
Chairman in 1950, guiding it until his death in
2006.
■ Wegmans is a family-owned company, founded
in 1916, headquartered in Rochester, New York
■ Danny Wegman, son of Robert Wegman is the
Chairman; Colleen Wegman, his daughter, is the
President and CEO. Danny’s daughter, Nicole
Wegman is the Senior Vice President.
■ From left to right: Nicole Wegman, Danny
Wegman, Colleen Wegman
■ Wegmans is a regional supermarket chain
with 101 stores : 47 in New York,
18 in Pennsylvania, 9 in New Jersey, 12 in
Virginia, 8 in Maryland, and 6 in Massachusetts
and 1 in North Carolina. It is one of the largest
private
companies in the Unite States of America.:
■ 49,000 employees
■ Annual sales in 2018 of US $9.2 billion
■ 28th on the 2019 Supermarket News list of the
Top 75 Supermarkets based on sales volume
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4. DISTINCTIONS
■ Ranked #1 in the 2019 Harris Poll Reputation
Quotient® study of the '100 Most Visible
Companies.'
■ Dubbed America’s Favorite Supermarket in
2018 based on a consumer study by Market
Force Information.
■ Wegmans raises the bar on the shopping
experience: the best quality; a spectacular
abundance of choice; restaurant-quality
prepared foods; beautiful stores and displays;
and a nearly telepathic level of customer
service.
■ In 2018, more than 5,300 people contacted
Wegmans asking for a store in their community.
Another 8,000 wrote to say how much they like
shopping at Wegmans or appreciate the way
Wegmans employees treat them, or how much
they appreciate the products and services
offered.
■ Consistent low prices on the items families buy every
week. Wegmans also offers the choice of Family Pack
size on products throughout the store to save time and
money—30% or more compared to regular size.
■ Exceptional levels of charitable donations focused on
programs that reduce hunger; help young people
succeed; promote healthy eating and activity; strengthen
neighborhoods; and support United Way initiatives. Last
year, Wegmans donated about 14.5 million pounds of
food to local food banks and programs that feed the
hungry.
■ Strong employee benefit programs, including an
employee scholarship program that provides $4.5 million
in tuition assistance to employees each year. Wegmans
has awarded $115 million in scholarships to more than
36,500 employees since this program began in 1984.
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5. EXCELLENCE AS AN EMPLOYER
■ Dale Carnegie Training gives Wegmans the Dale Carnegie Leadership Award, ‘for its exceptional
customer service, development of their people (and) demonstrated dedication to the philosophy and
core values (Wegmans) was founded. (September 2010)
■ National Down Syndrome Congress gives Wegmans 2012 Employer Award ‘for employing
individuals with Down syndrome and providing the necessary supports to ensure positive outcomes.
(July 2012)
■ The National Council on Aging presents Wegmans with its Distinguished Achievement Award for
employing senior adults. (June 2014)
■ Ranked #1 since 2015 on FORTUNE magazine's list of the 15 Best Workplaces in Retail.
■ Wegmans is on Forbes magazine’s list of America’s Best Employers from 2015 through 2019.
■ FORTUNE names Wegmans to the magazine’s list of 100 Best Companies to Work For , every year
starting in 1998 through 2019. The company ranked 1st in 2005 and ranked #3 in 2019.
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6. HOW DID THEY DO IT?
…….From Wegmans perspective, training leads to better
customer service and product sales. Wegmans recognizes that its
industry is becoming competitive-success will require smart,
motivated employees who can delight customers and help sell
products.
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7. What is TRAINING?
■ A learning process whereby people learn skills, concept, attitudes and
knowledge to aid in the achievement of goals. (Mathis and Jackson)
■ The process of teaching new employees the basic skills they need to perform
their jobs (Gary Dessler)
■ Enhancing specific skills and abilities to immediately perform the individual’s
current job. (Decenzo and Robbins)
■ Refers to the teaching operational or technical employees how to do the job for
which they were hired. (Ricky W. Griffin)
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8. What is TRAINING?
High Leverage Training
■ Training practice that links training to
strategic business goals
■ Has top management support
■ Relies on an instructional design
model
■ Compares or benchmarks the
company’s training programs against
training programs in other companies
Continuous Learning
■ A learning system that requires
employees to understand the entire work
process and expects them to acquire new
skills, apply them on the job, and share
what they have learned with other
employees.
■ In general, training refers to a planned
effort by a company to facilitate the
learning of job-related knowledge,
skills, or behavior by employees
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9. Why companies invest in TRAINING?
(Lesson 1)■ Increase employee’s knowledge of foreign competitors and cultures, which is critical
for success in foreign markets
■ Help ensure that employees have the basic skills to work with new technology, such
as robots and computer assisted manufacturing processes
■ Help employees understand how to work effectively in teams to contribute to product
and service quality
■ Ensure that the company’s culture emphasizes innovation, creativity, and learning
■ Ensure employment security by providing new ways for employees to contribute to
the company when their jobs change, their interest change, or their skills become
obsolete
■ Prepare employees to accept and work more effectively with each other, particularly
with minorities and women
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10. Today, training is being evaluated not on
the basis of the number of programs offered
and training activity in the company but on
how training addresses business needs
related to learning, behavior change, and
performance improvement. In fact, training is
becoming more performance-focused.
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11. Strategic Training and Development
Process
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12. Designing Effective
Training Activities
(Lesson 2)
The training design
process refers to a
systematic approach for
developing training
programs.Needs assessment
refers to the process used to
determine if training is
necessary. There are often
pressure points that may
suggest that training is
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13. Needs Assessment as the first step in the
instructional design process…
■ Refers to the process used to
determine if training is necessary
■ Reasons or Pressure Points that
training is necessary
– Legislation
– Lack of basic skills
– Poor performance
– New Technology
– Customer requests
– New Products
– Higher performance standards
– New jobs
– Business growth or contraction
– Global business expansion
■ Typically involves organizational
analysis, person analysis, and task
analysis7/22/2020 13

14. Conduct a Needs Assessment (Lesson 3)
ORGANIZATIONAL
ANALYSIS
• A process for
determining the
business
appropriateness of
training, given the
company’s business
strategy, its resources
available for training,
and support by
managers and peers
for training activities
• Considers the context
in which training will
occur
• WHAT IS THE
CONTEXT?
PERSON ANALYSIS
• A process for
determining whether
employees need
training, and whether
employees are ready
for training
• WHO NEEDS
TRAINING?
TASK ANALYSIS
• The process of
identifying the tasks,
knowledge, skills, and
behaviors that need to
be emphasized in
training
• IN WHAT DO THEY
NEED TRAINING?
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15. 3 Factors Used to Choose
TrainingManagers need to consider three factors before choosing training as the solution to
any pressure point:
1. Support of Managers and Peers-this is a critical attitude that managers and
peers should have. The key factors to success are the following:
 Positive attitude
 Willingness to tell trainees how they can more effectively use knowledge, skills, or
behaviors learned in training on the job
 The availability of opportunities for the trainees to use training content in their jobs
2. Company Strategy-strategic training and development initiatives should be taken
to achieve its business strategy and based on the following:
 Business environment
 Understanding of the company’s goals and resources
 Insight into potential training and development options
3. Training Resources-it is necessary to identify whether the company has:
 Budget
 Time
 Expertise for training
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16. 2. Ensuring employees’ readiness for training
(Lesson 4)■ The second step in the training design process is to evaluate whether
employees are ready to learn
■ Attitudes and motivation
■ Basic Skills
– Motivation to learn is the desire of the trainee to learn the content of the
training program.
– Self-efficacy is the employees' belief that they can successfully learn the
content of the training program
– .Managers can ensure motivation to learn by ensuring self-efficacy, the
understanding of the benefits of or consequences of training, awareness of
training, work environment characteristics and basic
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17. To evaluate employees’ readiness for
trainings….■ 1. To increase employees' self-efficacy level, let employees know that the
purpose of training is to improve performance rather than to identify areas in
which employees are incompetent.
■ .2. Provide as much information as possible about the training program and
purpose prior to actual training.
■ 3. Show employees their peer’s’ training success.
■ .4. Provide employees feedback that learning is under their control. They have
the ability and responsibility to overcome learning difficulties experienced in the
program.
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18. 3. Creating a Learning Environment
■ Conditions for Learning
– Need to know why they should learn
– Meaningful training content
– Opportunities for practice
– Feedback
– Observe experience and interact with others
– Good program coordination and administration
– Commit training content to memory
■ Companies can facilitate both face to face and electronic communities of practice.
■ Communities of Practice are groups of employees who work together, learn from each
other, and develop a common understanding of how to get work accomplished
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19. 4. Ensuring Transfer of Training
■ Transfer of training refers
to on the job use of
knowledge, skills, and
behaviors learned in
training.
■ Climate for Transfer refers
to trainees’ perception of
characteristics of the work
environment (social support
and situational constraints)
that can either facilitate or
inhibit use of trained skills or
behavior.
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20. 5. Selecting Training Methods (Lesson 5)
■ Presentation Methods
– Trainees are passive recipients of information
– Ideal for presenting new facts, information, different philosophies, and alternate problem-
solving solutions or processes
– Includes Instructor-Led Classroom Instructions, Distance Learning, Audio Visual
Techniques, and Mobile Technology
 Hands-on Methods
• Require trainee to be actively involved in learning
• Includes On-the-job training (OJT), Simulations, Business Games, Case Studies, Behavior
Modeling, Interactive Video, and On Line Learning (E-Learning)
• Ideal for developing skills, new or inexperienced employees learn work by:
• Observing peers or managers performing the job
• Trying to imitate their behavior
• Experience all aspects of completing a task
• Dealing with interpersonal issue that may arise during the job
• Based on the principles emphasized by Social Learning Theory
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21. PRESENTATION METHODS (Instructor-Led Classroom
Instruction)
STRENGHTS
– Popular training method
– Supports behavior modeling and
technology-based techniques
– Trainers communicate through
spoken words
– Least expensive
– Least time-consuming ways to
present information on a specific
topic to many trainees
– Easily employed with large
groups of trainees
WEAKNESSES
– Lacks participant involvement,
feedback, and meaningful connection
to work environment
– Appeals to few of the trainees’
senses
– Makes it difficult to judge learners’
level of understanding
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22. Presentation Methods-Distance Learning
STRENGHTS
 The company saves on travel cost
 Allows employees in geographically
dispersed sites to receive training
from experts who can not visit each
location
 Trainees in different locations can
attend training programs in a
training facility wherein you can
communicate with the trainer who
is in another location
(teleconferencing)
 Employees can participate in
training anywhere they have
access to a personal computer
(personal computer-based
training)
WEAKNESSES
■ Lack of interaction between the
trainer and the audience
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23. Presentation Methods-Audio Visual Techniques
STRENGHTS
■ Trainer can review, slow down, or speed up
lessons
■ Used for illustrating how procedures should
be followed
■ Trainees can be exposed to equipment,
problems, and events that cannot be easily
demonstrated, such as equipment
malfunctions, angry customers, or
emergencies
■ Trainees get consistent instructions;
program content is not affected by the
interests and goals of a particular trainer
■ Videotaping trainees allows them to see
and hear their own performance without the
interpretation of the trainer
■ Used for improving communications,
interviewing, and customer-service skills
WEAKNESSES
■ Too much content for the trainee to
learn
■ Poor dialogue between the actors
hinders credibility or clarity of the
message
■ Overuse of humuor, music, or drama
may make it difficult to understand the
important learning points
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24. Presentation Methods-Mobile Technologies: iPods and Personal Digital
Assistants
STRENGHTS
■ Useful for employees who travel and
need to be in touch with the office
■ Provides the employees the ability to
listen and participate in training
programs at their own leisure
■ Employees increased enthusiasm for
learning
■ Employees’ willingness to take on
new roles and broader
responsibilities
■ Time saving
WEAKNESSES
■ Employees must know how to take
advantage of the technology;
encouraging communication,
collaboration, and interaction with other
employees in communities of practice
■ Employees must ensure that he/she can
connect to a variety of networks no
matter their location or mobile device
they are using
■ Digitized lectures will not facilitate
learning to the employees
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25. Hands-on Methods-On the Job Training
STRENGHTS
■ Customized to the experiences and abilities of
trainees (newly hired employees, upgrading of
skills, cross training within the department, newly
promoted employees)
■ Less investment in time or money for travels,
meeting rooms, materials, trainer’s salary, or
instructional design
■ Can be offered at any time, and trainers will be
available because they are peers performing the
job
■ Makes multiple-site training more realistic
■ Employees take responsibility for all aspects of
learning (self directed learning)
■ Allows trainees to learn at their own pace and
receive feedback about the learning performance
■ Provides consistent training content
■ Easier for shift employees to gain access on
training materials
■ Work study method, learners can earn pay while
they learn (apprenticeship)
■ Meets specific business needs and helps attracts
talented employees
WEAKNESSES
■ Managers and peers may not use the same
process to complete a task that may result to
poorly trained employees
■ May pass on bad habits as well as useful
skills
■ Managers and peers may not understand that
demonstrations, practice, and feedback are
important conditions for effective OJT
■ Trainees must be motivated to learn on their
own (self directed learning)
■ Higher development costs and development
time is longer
■ Learners’ wages increase as their skills
improve (apprenticeship)
■ Limited access for minorities and women
■ No guarantee of fulltime employment
■ Training results in narrow focus expertise7/22/2020 25

26. Hands-on Methods-Simulations
STRENGHTS
■ Trainees can use them on their desktop,
eliminating the need to travel to a
central training
■ Represents a real-life situation in an
artificial environment that trainees are
willing to be engaged and learn
■ Trainees’ decisions and the resulting
outcomes mirror what would happen in
real work situations
■ Replicates the physical equipment that
employees use on the job
■ Used to teach production, process
skills, management, and interpersonal
skills
WEAKNESSES
■ Use of simulation is limited by their
development cost
■ Trainees may not be comfortable in
learning situations that lack human contact
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27. Hands-on Methods-Business Games and Case Studies
STRENGHTS
■ Trainees gather information, analyze it, and
make decisions (critical thinking skills
develops)
■ Mimic the competitive nature of business (so
many games are available, even cheap
options)
■ Demonstrate understanding or application of
knowledge, skills, or behavior
■ Provides several alternative courses of action
and develops a sense of achievement with
high knowledge retention
■ Builds team cohesiveness , think strategically,
and develops management skills
 Trainees are taught how an organization
dealt with a difficult situation (case studies)
 Develops higher order intellectual skills like
analysis, synthesis, and evaluation and
willingness to take the risk
 Assumes that recall and use knowledge and
skills is better if learned through the process
of discovery
WEAKNESSES
 Can cause people not to assess risks
thoroughly
 Creates people to be more robotic than human
unless well structured and thought-out
people will get bored
 Often demonstrations will give participants the
main idea of how something works, but place
less emphasis on detail
 Less critical thinking skills - misdiagnoses
caused by doing everything
automatically without thinking properly
 Time difference between how business games
are delivered and how the events unfold in the
real world. Emergencies happen in seconds,
minutes whereas simulation training can be
delayed giving people more time to think
about what they will do which reduces the
pressure
 Case may not actually relate to the work
situation or problem that the trainee will
encounter (case studies)
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28. Hands-on Methods-Behavior Modeling
STRENGHTS
■ Cost effective because it only utilises a
demonstration of a skill
■ Interactive (involves a trainer directed
introduction, during which the learner
witnesses a demonstration but allows
for the proportion of the session to be
interactive, where by the trainer can
visit with each participant to evaluate
their attempts at the skill and correct)
■ Learner Directed (learner gets the
opportunity to interact with their peers,
collaborate and discuss their learning
with the instructor)
■ Most effective technique for teaching
interpersonal skills like coaching and
communicating ideas
WEAKNESSES
■ Loss of creativity (method of training provides
the learner with one model for which to
perform a skill or completion of one set of
prescribed tasks)
 If the training is for a very specific skill the
trainer may need to be outsourced to find an
expert and this becomes expensive.
 Learners may take this skill with a one size fits
all approach and apply it to any situation that
seems applicable. The danger here is that the
skill may not be adequate enough to cover the
situation effectively.
 Theory an d concept are skipped as the
primary focus is on the action itself.
■ Boring due to repititive learning.
.
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29. Hands-on Methods-Interactive Video
STRENGHTS
■ Combination of technical procedures
and interpersonal skills
■ The training program maybe stored
on a compact disc (CD) with immense
storage capacity or the company
intranet
■ It has the potential to present text,
graphics, graphics film and sound in
varied ways.
WEAKNESSES
■ High cost of developing the
courseware especially for those
companies who are in need of
frequent updates
■ Because of its high controlled
nature, learners have hardly any
choice over the order or
presentation of the material or the
tests.
■ Learning may become mechanical
rather than meaningful because
trainees can not follow up their
interests and queries as they
arise. I
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30. Hands-on Methods-On Line Learning (E-
Learning)STRENGHTS
■ Provides training contents but lets
learners control what they learn, the
speed at which they progress through
the program
■ Allows learners to collaborate or interact
with other trainees and experts
■ Ease of resources by providing links
with other resources such as reference
materials, company websites, and other
training programs
■ Includes other aspects of training
administration from course enrollment
to monitoring learning progress
■ Low budget
■ Flexible and global
WEAKNESSES
■ Less interaction – Employees’ tendency to
underestimate the impact of not meeting their
instructor directly will lead to monologue learning and
eventually demotivate them. Employees also have
different learning styles which will be difficult to
manage when you choose online training.
Consequently, it will reduce employees’ interest in
learning certain subjects.
■ Lack of control – Employees with low motivation tend
to fall behind because there is no specific allocation of
time for learning process. A lack of routine and fixed
schedule can be hard for employees who find it
difficult to be committed in the learning process. Not
to mention, you do not have a control over whether
they attend the online class or not.
■ Isolated – As you do remote online training, instructor
cannot answer questions directly. Online learning
often doesn’t allow the instructor to answer bunch of
questions at the same time outside the working hours,
while many employees might prefer to learn after they
get home. Consequently, the feeling of isolation will
decrease employees’ motivation to learn.
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31. In choosing a training method……
■ Identify the type of learning outcome
■ Consider the extent to which the learning method facilitates-
– Learning
– Transfer of training
– Evaluate the related costs
– Consider the effectiveness of training method
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32. 6. Evaluating Training Programs as the last
process…..
■ Identification of training outcomes and evaluation design
■ Cost-benefit analysis
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33. REFERENCES
■ https://www.wegmans.com/
■ Noe, R. A. (2013).Employee Training and Development. Ohio:McGraw-Hill Education
https://www.slideshare.net/iDocs/ippt-chap007
■ Noe, R.A. (2013).Employee Training and Development: Ohio:McGraw-Hill Education
https://www.slideshare.net/iDocs/ippt-chap008
■ https://businessgames1.weebly.com/more.html
■ https://behaviourmodelling.weebly.com/advantages--disadvantages.html
■ http://www.preservearticles.com/education/what-is-the-advantage-and-disadvantage-
of-interactive-video/16490
■ https://www.hrinasia.com/employee-relations/advantages-and-disadvantages-of-
online-training-for-employee/
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34. Thank you…….
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