Employee Training and Development

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Introduction: Training for Competitive Advantage

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Objectives

After reading this chapter, you should 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.
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Objectives
4.
5.

(continued)

Discuss the key roles and competencies required for training professionals. Identify appropriate resources (e.g., journals, websites) for learning about training research and practice.

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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

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Training Design Process

Conducting Needs Assessment Ensuring Employees Readiness for Training Creating a Learning Environment

Developing an Evaluation Plan

Ensuring Transfer of Training

Select Training Method

Monitor and Evaluate the Program

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Assumptions of Training Design Approaches

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.
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Forces Influencing the Workplace and 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
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Core Values of Total Quality Management

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.

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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.

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Skills needed to manage a diverse 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.
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How Managing Cultural Diversity Can Provide Competitive Advantage

1. Cost argument

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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 dont. Companies develop reputations on favorability as prospective employers for women and minorities. 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. with roots in other countries bring to the marketing effort should improve these efforts in important ways.

2. Resourceacquisition argument

3. Marketing argument The insight and cultural sensitivity that members

How Managing Cultural Diversity Can Provide 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.

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5. Problem-solving argument

Heterogeneity in decisions and problem-solving groups potentially produces better decisions through a wider range of perspectives and more through critical analysis of issues. An implication of the multicultural model for 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).

6. System flexibility argument

Use of new technology and work design needs to be supported by specific HRM practices: 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.
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Use of new technology and work design needs to be supported by specific HRM practices: (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.
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Roles and Competencies of Trainers

Roles Analysis/Assessment Role Competencies Industry understanding; computer competence; data analysis skill; research skill

Development Role Strategic Role

Understanding of adult learning; skills in feedback; writing, electronic systems, and preparing objectives Career development theory; business understanding; delegation skills; training and development theory; computer competence
Adult learning principles; skills related to coaching, feedback, electronic systems, and group processes Computer competence; skills in selecting and identifying facilities; cost-benefit analysis; project management; records management

Instructor/Facilitator Role Administrator Role