Employee Training and Development Employee Training and Development

Introduction: Training for Competitive Advantage Introduction: Training for Competitive Advantage .

Discuss various aspects of the instructional system design model.ObjectivesAfter reading this chapter. 3. youshould be able to: 1. Describe the amount and types of training occurring in various companies. Discuss the forces influencing the workplace and learning. 2. and explain how training can help companies deal with these forces. 1 .

websites) for learning about training research and practice. 2. Discuss the key roles and competencies required for training professionals. Identify appropriate resources (e. 1 .. journals.g.Objectives (continued) 1.

skill. The goal of training is for employees to . . master the knowledge. and .What is training? . apply them to their day-to-day activities 1 . and behaviors emphasized in training programs. Training refers to a planned effort by a company to facilitate employees learning of job-related competencies.

Training Design Process ConductingNeeds Assessment Developing an Evaluation Ensuring Employees Readiness for Training Creating aLearning Environment EnsuringTransfer of Training Plan Select TrainingMethod Monitor and Evaluate the Program 1 .

1 . monitoring the trainingprogram. Evaluation plays an important part in planning and choosing a trainingmethod. and sugg esting changes tothe training design process. . . Training design is effective only if it helps employees reach instructional or training goals and objectives. Measurable learning objectives should be identified before training.Assumptions of Training DesignApproaches .

Increased value placed on knowledge . Globalization . Attracting and winning talent . Changing demographics and diversity of the work force . Need for leadership .Forces Influencing theWorkplaceand Training . New technology . Quality emphasis . High-performance model of work 1 systems .

rather than being detected and corrected. Methods and processes are designed to meet the needs of internal and external customers. . 1 . Quality is designed into a product or service so that errors are prevented from occurring. Every employee in the company receives training in quality. .Core Values of Total Quality Management .

Managers measure progress with feedback based on data. suppliers. The company promotes cooperation with vendors. .Core Values of TQM (continued) . and customers to improve quality and hold down costs. 1 .

. . physical abilities. Coaching and developing employees of different ages.force include: . . Providing performance feedbackthat is free of values and stereotypes based on gender. Communicating effectively with employees from a wide variety of backgrounds. educational backgrounds. Creating a work environment that allows employees of all 1 . and races. ethnicities. orphysical handicap.Skills needed to manage adiverse work. ethnicity.

Those who handle this well will thus create cost advantages over those who don t. the cost of a poor job in integrating workers will increase. . 2. ResourceCompanies develop reputations on favorability as acquisition prospective employers for women and minorities. argument 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.How Managing Cultural DiversityCan Provide Competitive Advantage 1 -12 1. Marketing argument The insight and cultural sensitivity that members with roots in other countries bring to the marketing effort should improve these efforts in important ways. 3. Cost argument As organizations become more diverse.

System flexibility argument Diversity of perspectives and less emphasis on conformity to norms of the past should improve the level of creativity. An implication of the multicultural model for managing diversity is that the system will become less determinant. and therefore more fluid.. Heterogeneity in decisions and problem-solving groups potentially produces better decisions through a wider range of perspectives and more through critical analysis of issues. Problem-solving argument 6. Creativity argument 5. The increased fluidity should create greater flexibility to react to environmental changes (i. less standardized.How Managing Cultural DiversityCan Provide Competitive Advantage 1 -13 (continued) 4.e. reactions should be faster and cost less). .

Ongoing training is emphasized and rewarded. Rewards and compensation are linked to company performance. . . 1 . .Use of new technology and workdesign needs to be supported byspecific HRM practi ces: . Employees receive formal performance feedback and areinvolved in the performanceimprovement process. Employees choose or select new employees or team members.

Equipment and work processesencourage maximum flexibilityand interaction between employees. layout.Use of new technology and workdesign needs to be supported byspecific HRM practi ces: (continued) . . Employees understand how their jobs contribute to the finished 1 product or service. and work methods. Employees participate in planning changes in equipment. . .

training and development theory. records management 1 -16 . electronic systems. skills in feedback. computer competence. delegation skills. data analysis skill. electronic systems. skills in selecting and identifying facilities. project management. and group processes Administrator Role Computer competence. research skill Development Role Understanding of adult learning. and preparing objectives Strategic Role Career development theory. business understanding. skills related to coaching. computer competence Instructor/Facilitator Role Adult learning principles. cost-benefit analysis.Roles and Competencies ofTrainers RolesCompetenciesAnalysis/Assessment Role Industry understanding. feedback. writing.