Professional Documents
Culture Documents
Chap 02
Chap 02
Chapter
2
Strategic Training
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Objectives
After reading this chapter, you should be able to:
Discuss how business strategy influences the type and amount of training in a company. 2. Explain how the role of training has changed. 3. Describe how changes in work roles influence training. 4. Discuss how a companys staffing and human resource planning strategies influence training.
1.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Objectives (continued)
5.
6.
7.
Explain the training needs created by concentration, internal growth, external growth, and disinvestment business strategies. Discuss the advantages and disadvantages of organizing the training function according to the faculty, customer, matrix, and corporate university models. Discuss the characteristics of the virtual training organization and how it can contribute to the companys business strategy.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Introduction
Tires Pluss business strategy affects the time and money invested in training. Training helps employees learn job skills and helps the company retain and motivate employees. Training is strategic for:
Business
goals related to human resources, and Productivity, customer service, and innovation
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physical
capital (plants, technology, and equipment) financial capital (assets and cash reserves) human capital (employees)
The business strategy helps direct the companys activities to reach specific goals.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Decisions a Company Must Make about How to Compete to Reach Its Goals
Where to compete?
In
How to compete?
On
what outcome or differentiating characteristic will we compete? Cost? Quality? Reliability? Delivery? Innovativeness?
resources will allow us to beat the competition? How will we acquire, develop, and deploy those resources to compete?
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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amount of training devoted to current or future job skills. The extent to which training is customized for the particular needs of an employee or developed based on the needs of a team, unit, or division. Whether training is restricted to specific groups of employees or open to all employees.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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training is:
planned
and systematically administered, or provided only when problems occur, or spontaneously as a reaction to what competitors are doing
The
importance placed on training compared to other human resource management practices such as selection and compensation.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Roles and Duties of Managers in Companies That Use High-Performance Work Practices
Managing Alignment
Clarify
team goals and company goals. Help employees manage their objectives. Scan organization environment for useful information for the team.
team identify training needs. Help team become effective at on-the-job training. Create environment that encourages learning.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Roles and Duties of Managers in Companies That Use High-Performance Work Practices (contd)
Coordinating Activities
Ensure
that team is meeting internal and external customer needs. Ensure that team meets its quantity and quality objectives. Help team resolve problems with other teams. Ensure uniformity in interpretation of policies and procedures.
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The Roles and Duties of Managers in Companies That Use High-Performance Work Practices (contd)
that each team member is responsible for his or her work load and customers. Treat all team members with respect. Listen and respond honestly to team ideas.
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Global Presence
Business Conditions
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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type of training and resources devoted to training are influenced by the strategy adopted for two HRM practices:
Staffing Human
Resource Planning
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criteria used to make promotion and assignment decisions (assignment flow) The places where the company prefers to obtain human resources to fill open positions (supply flow)
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increased
responsibilities in their current job, promotions, lateral moves, transfers, and downward job opportunities that are predicted by the human resource plan.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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How Achieved
Improve quality Improve productivity Customize products Add distribution channels Expand global markets Create new products Joint ownership
Key Issues
Skill currency Development of existing work force
Training Implications
Team building Cross-training Specialized programs Interpersonal skill training On-the-job training Support high-quality product value Cultural training Conflict negotiation skills Manager training in feedback and communication Technical competence in jobs
Internal Growth
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How Achieved
Acquire firms for new market access Acquire firms to supply or buy products Acquire any firm
Key Issues
Integration Redundancy Restructuring
Training Implications
Determining capabilities of acquired employees Integrating training systems Team building
Disinvestment
Reduce costs Reduce assets Generate revenue Redefine goals Sell off all assets
Efficiency
Motivation Goal setting Stress management Time management Leadership training Outplacement assistance Job-search skills training
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Matrix Model
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Safety Training
Quality Training
Leadership Development
Sales Training
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Information Systems
Marketing
Finance
Business Functions
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Sales Training
Quality Training
Safety Training
Marketing
Business Functions
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Inconsistent Use of Common Training Practices Best Training Practices Not Shared Training Not Integrated or Coordinated
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(not the company) have primary responsibility for learning The most effective learning takes place on the job, not in the classroom For training to translate into improved job performance, the manager-employee relationship (not employee-trainer relationship) is critical.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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