Training & Development

WHAT IS TRAINING??
"Training is the act of increasing the knowledge and skill of an employee for doing a particular job. -Edwin Flippo

Development is any learning activity which is directed towards future needs rather than present needs and which is concerned more with career growth than immediate performance.

TRAINING AND DEVELOPMENT (T&D) Training - Designed to provide learners with the knowledge and skills needed for their present jobs formal and informal Development - Involves learning that goes beyond today's job more long-term focus Learning Organization firms that recognize critical importance of continuous performancerelated training and development and take appropriate action

2. Importance of Training
1. Respond to technology changes affecting job requirements.
2. Respond to organizational restructuring.

3. Adapt to increased diversity of the workforce.

4. Support career development.

5. Fulfill employee need for growth.

3. Types of Training 3. Types of Training

1. Skills Training.
2. Retraining.

5. Creativity Training.
6. Literacy Training.

3. Cross-Functional.
4. Team Training.

7. Diversity Training.
8. Customer Service.

1. SKILLS TRAINING

Focus on job knowledge and skill for: Instructing new hires. Overcoming performance deficits of the workforce.

2. Retraining

Maintaining worker knowledge and skill as job requirements change due to: Technological innovation Organizational restructuring

3. Cross-Functional Training

Training employees to perform a wider variety of tasks in order to gain: Flexibility in work scheduling. Improved coordination.

4. Team Training

Training self-directed teams with regard to: Management skills. Coordination skills. Cross-functional skills.

5. Creativity Training

Using innovative learning techniques to enhance employee ability to spawn new ideas and new approaches.

6. Literacy Training
Improving basic skills of the workforce such as mathematics, reading, writing, and effective employee behaviors such as punctuality, responsibility, cooperation, etc.

7. Diversity Training Instituting a variety of programs to instill awareness, tolerance, respect, and acceptance of persons of different race, gender, etc. and different backgrounds.

8. Customer Service Training

Training to improve communication, better response to customer needs, and ways to enhance customer satisfaction.

NEED FOR TRAINING 4. Need for Training

Develop hidden talent
Improve Job satisfaction Employees become more Competent & Responsible Improve inter-personal relations Multi-skilling

5. T & D Process
Determine T&D Needs

Establish Specific Objectives

Select T&D Method(s)

Implement T&D Programs

Evaluate T&D Programs

15

Determining Training and Development Needs

In order to compete effectively, firms must keep employees well trained.

16

Establishing Training and Development Objectives

Desired end results Clear and concise objectives must be formulated

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Select Training and Development Method(s)

Training Methods
On the Job Job Rotation Coaching Mentoring Internship Off the Job Role Play Classroom Training Case Study Simulations

Job Rotation
Employees move from one job to another to broaden experience Helps new employees understand variety of jobs

Coaching
Often considered responsibility of immediate boss Provides assistance much as a mentor

Mentoring
Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development Mentor may be located elsewhere in organization or in another firm Relationship may be formal or informal

Internship
Training approach where university students divide their time between attending classes and working for an organization Excellent means of viewing potential permanent employee at work Students are enabled to integrate theory with practice

Role Playing
Respond to specific problems they may actually encounter in jobs Used to teach such skills as:
interviewing grievance handling performance appraisal reviews team problem solving communication

Classroom Programs
Continue to be effective for many types of employee training May incorporate some of other methods

Simulations
Training devices that model the real world or programs replicating tasks away from the job site

Implementing Human Resource Development Programs

Implies change Feel they are too busy to engage in T&D efforts Qualified trainers must be available Trainers must understand company objectives

Evaluating Human Resource Development

Ask participants opinions Determine extent of learning Will training change behavior? Have T&D objectives been accomplished? Benchmarking Evaluation difficult, but necessary

Organization Development
DEFINITION: Organization Development (OD) is the process of improving organizations. The process is carefully planned and implemented to benefit the organization, its employees and its stakeholders.

Benefits of OD:
Change throughout the organization Greater Motivation Higher Job Satisfaction Reduced absences Increased Productivity Lower turnover Better quality of work Improved teamwork Better resolution of conflict Commitment to Objectives Increased willingness to change Creation of learning individuals and groups

Techniques of OD:
Survey feedback process
Quality circles Team building Sensitivity training

Survey Feedback Description

Process of collecting data from organizational unit through use of questionnaires, interviews and other objective data Can create working environments that lead to better working relationships, greater productivity and increased profitability
SURVEY PROCESS STEPS:
Step 1: Identify project plan and objectives Step 2: Brief team leaders and employees about the process Step 3: Administer survey Step 4: Conduct interviews and focus groups Step 5: Train leaders on facilitating team discussions Step 6: Analyze the data and construct a report Step 7: Provide feedback to leaders Step 8: Team leaders conduct feedback action planning and meetings Step 9: Leaders present reports on progress and results to Senior Management Step 10: Follow-up by senior leadership to ensure progress and accountability

Quality Circles
Groups of employees who voluntarily meet regularly with their supervisors to discuss problems Investigate causes Recommend solutions

Team Building
Conscious effort to develop effective workgroups Uses self-directed teams Small group of employees responsible for an entire work process Members work together to improve their operation

Sensitivity Training
Participants learn about themselves and how others perceive them No agenda, leaders, authority, power positions People learn through dialogue Participants encouraged to learn about themselves and others in group Also called T-group training

CAREER PLANNING AND DEVELOPMENT

Career Planning and Development

Career general course that person chooses to pursue for working life Career Planning process whereby individual sets goals and identify means to achieve them Organizational Career Planning paths identified for employees to assist in development

Traditional Career Stages

Exploration Establishment Mid career Late Career Decline

High
Job Performance

Will performance increase or decline?

Low
Transition from school to work

Getting first job and being accepted

The elder statesperson

Preparing for retirement

10

15

20

25

30

35 Age

40

45

50

55

60

65

70

75

Traditional Career Stages

exploration includes school and early work experiences, such as internships. involves:
trying out different fields discovering likes and dislikes forming attitudes toward work and social relationship patterns

this stage is least relevant to HRM because it occurs prior to employment

Traditional Career Stages

establishment

includes: searching for work getting first job getting evidence of success or failure takes time and energy to find a niche and to make your mark

Traditional Career Stages

mid-career

challenged to remain productive at work employee may:

continue to grow plateau (stay competent but not ambitious) deteriorate

Traditional Career Stages

late career

successful elder state persons can enjoy being respected for their judgment. Good resource for teaching others
those who have declined may experience job insecurity

plateauing is expected; life off the job increases in importance

Traditional Career Stages

decline

may be most difficult for those who were most successful at earlier stages
todays longer life spans and legal protections for older workers open the possibility for continued work contributions, either paid or volunteer

A Model of Career Development

Exploration Developmental tasks Identify interests, skills, fit between self and work Establishment Advancement, growth, security, develop life style Maintenance Hold on to accomplishments, update skills Disengagement Retirement planning, change balance between work and non-work Phasing out of work

Activities

Helping Learning Following directions Apprentice

Making independent contributions Colleague

Training Sponsoring Policy making

Relationships to other employees Typical age Years on job

Mentor

Sponsor

Less than 25 Less than 2 years

25 50 2 10 years

50 70 More than 10 years

70+ More than 10 years