HUMAN RESOURCE

MANAGEMENT
NGUYEN VAN THUY, PhD

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 CHAPTER 5

TRAINING AND DEVELOPMENT

Human Resources

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 How does the
workforce meet job
requirement?

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 Your answer

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The only way is to find a solution:

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 ❖ SHADOWING and COACHING:
▪ Daily occurrence, during the
work of staff

❖ FOCUS ON WORK SKILLS:

▪ Conduct in a certain
period

❖ PROVIDE KNOWLEDGE
▪ Background and Periodic
Content
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 Training and development
❖ Training: Provides learners with the knowledge
and skills needed for their present jobs.
Designed to improve competencies and
organizational performance
❖ Development: Involves learning that goes
beyond today’s job and has a more long-term
focus
❖ Organization development: Planned and
systematic attempts to change the organization
❖ Learning organization: Recognizes the
importance of continuous performance-related
T&D and takes appropriate action
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 Nature of Training
❖ Training: Process whereby people acquire
capabilities to perform jobs
❖ Benefits of training
▪ Provides employees with specific, identifiable
knowledge and skills
▪ Greater ability to adapt and innovate
▪ Better self-management
▪ Performance improvement

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 Difference between Training and
Development
Training Development

❖ Imparts specific, ❖ Broader in scope

identifiable ❖ Focuses on gaining
knowledge and skills new capabilities
for use in present useful for both
jobs present and
especially future jobs

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 Types of
Training

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 Legal Issues and Training

Training Design and

Delivery

Criteria and Employees Requiring

practices used working overtime signing of
to select must be training
individuals compensated contracts

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 Benefits of Strategic Training
❖ Helps accomplish organizational goals

❖ Reduces tendency to depend on training lone to

solve performance problems

❖ Helps assess whether training can address the

most important performance issues

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 Organizational Competitiveness and Training

❖ Knowledge management: The way an

organization identifies and leverages knowledge
to be competitive
❖ To be effective, training must be integrated with
job performance and employee learning
❖ Sales training
▪ Improves organizational competitiveness
▪ Covers a wide variety of skills and strategy
development

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Linking Strategies and Training

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 Global Assignment Training
❖Orientation and training that
expatriates and their families receive
before departure
▪ Affects the success of an overseas
assignment
❖Produces a positive effect on cross-
cultural adjustment
❖Crucial to global strategic success as
businesses expand overseas

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 Training Plans
❖ Effective training efforts consider the following
questions:
▪ Is there really a need for the training?
▪ Who needs to be trained?
▪ Who will do the training?
▪ What form will the training take?
▪ How will knowledge be transferred to the job?
▪ How will the training be evaluated?

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 Orientation
❖ Planned introduction of new employees
❖ Achieves several key purposes
▪ Establishes a favorable impression of
organization
▪ Provides organization and job information
▪ Enhances interpersonal acceptance by coworkers
▪ Accelerates socialization and integration of the
new employee into the organization
▪ Ensures that employee performance and
productivity begin more quickly

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 Evaluating Orientation

Evaluation
Metrics

Development
Tenure New hires Employee
program
turnover rate failure factor upgrade rate
participation

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Systematic Training Process

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 Analysis of
Training Needs

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Sources of Information for Needs Assessment

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Establishing Training Objectives and Priorities

❖ Gap analysis: Indicates the distance between

current and desired employee capabilities

Types of Training
Objectives

Attitude Knowledge Skill

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Training Design Elements

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 Learner Characteristics
❖ Ability to learn
❖ Motivation - A person’s desire to learn training
content
❖ Self-efficacy: People’s belief that they can
successfully learn the training program content
❖ Perceived utility/value
❖ Learning styles

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 Principles of Adult Learning
❖ Adult learning: Ways in which adults learn
differently than younger people
Have need to know why they
are learning something

Have need to be self-directed

Bring more work-related Adult

experiences into the process Learning
Employ a problem-solving
approach to learning

Are motivated by both extrinsic

and intrinsic factors

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 Instructional Strategies

Learner
Participation &
Feedback

Active Practice
Performance of job-related
tasks and duties by
trainees during training

Spaced Practice
Practice performed in Massed Practice
several sessions spaced Practice performed all
over a period of hours at once
or days

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 Instructional Strategies
❖ Overlearning - Repeated practice even after a
learner has mastered the performance
❖ Behavioral modeling: Copying someone else’s
behavior
❖ Error-based examples - Sharing with learners
what can go wrong when they do not use the
training properly

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 Instructional Strategies
❖ Reinforcement: Based on the idea that people:
▪ Repeat responses that give them some type of
positive reward
▪ Avoid actions associated with negative
consequences
❖ Immediate confirmation: People learn best if
reinforcement and feedback are given as soon
as possible after training

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 From Training to the Job
❖ Transfer of training - Occurs when trainees:
▪ Actually use on the job what they learned
▪ Maintain use of the learned material over time
❖ To increase the transfer of training
▪ Offer trainees an overview of training content and
process and how it links to the strategy of the
organization
▪ Ensure that the training mirrors the job context

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 From Training to the Job
▪ Support new trainees to use their new skills when
they return to the job
▪ Supervisor support and involvement in the
training
▪ Feedback from the supervisor
▪ Opportunity to use the training
▪ Accountability - Extent to which someone
expects the learner to use the new skills on the
job and holds them responsible for doing so

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Training Delivery Considerations

Nature of Training

Subject Matter

Number of Trainees

Individual Versus Team

Self-paced Versus Guided

Training Resources/Costs

E-learning versus Traditional Learning

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Training Delivery Considerations and Options

❖ Geographic locations
❖ Time allotted
❖ Completion timeline

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 Internal Training
❖Informal training: Occurs through interactions
and feedback among employees
❖On-the-job training (OJT):Based on a guided
form of training known as job instruction training
(JIT)
▪ Problems with OJT
• Poorly-qualified or indifferent trainers
• Disruption of regular work
• Bad or incorrect habits passed on

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Stages for On-the-Job Training

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 Internal Training
❖ Cross-training: Training people to do more than
one job
▪ Increases flexibility and development
❖ Challenges of cross-training
▪ Is not favored by employees
▪ Threatens unions with loss of job jurisdiction and
broadening of jobs
▪ Requires scheduling work differently
• May cause temporary decrease in productivity

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 External Training
❖ Advantages
▪ Less expensive to outsource training
▪ Insufficient time to develop training
▪ Lack of expertise
▪ Advantages of interacting with outsiders
❖ Outsourcing of training
❖ Government-supported job training
❖ Educational assistance programs

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Combination of Training Approaches

Forms of Cooperative
Training

School-to-
Apprentice
Work Internship
Training
Transition

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Most Common Apprenticeship Occupations

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 E-Learning: On-Line Training
❖ E-learning - Use of the Internet or an
organizational intranet to conduct training on-
line
❖ Methods of e-learning
▪ Distance training/learning
▪ Simulations: Reproduce parts of the real world so
they can be experienced, manipulated, and
learning can occur
▪ Games: Exercises that entertain and engage
▪ Mobile learning

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Advantages and Disadvantages of E-Learning

Advantages Disavantages

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Advantages and Disadvantages of E-Learning

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 Levels of Training Evaluation

Reaction
• Evaluated by conducting interviews or administering
questionnaires

Learning
• Measuring how well trainees have learned facts, ideas,
concepts, theories, and attitudes

Behaviors
• Measuring the effect of training on job performance through
observing job performance

Results
• Measuring the effect of training on the achievement of
organizational objectives
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 Training Evaluation Metrics
❖ Cost-benefit analysis: A comparison of costs
and benefits associated with organizational
training efforts
1. Determine overall
training costs
❖ Return on Investment Analysis
❖ Benchmarking
2. Identify potential
savings results

3. Compute potential
savings

4. Conduct costs and savings

benefits comparison

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Possible Costs and Benefits in Training

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Internal Evaluation of Training

Training Evaluation Designs

Pre/Post-
Pre/Post-
Post-Measure Measure with
Measure
Control Group

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 Developing Human Resources
Efforts to improve employees’ abilities to:
• Handle a variety of assignments
• Cultivate employees’ capabilities beyond those
required by the current job

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Development versus Training

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Possible Development Focuses

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 Possible Development Focuses
❖ Lifelong learning
▪ For professionals
• Meeting continuing education requirements to
retain certificates
▪ For other employees
• Training to expand existing skills
• Prepare for different jobs, promotions, or new jobs
after retirement
❖ Redeveloping people in the capabilities they
need is logical and important

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 Development Needs Analyses
❖ Assessment centers: Collections of instruments and
exercises designed to diagnose individuals’
development needs
❖ Psychological testing - Determines employee’s
developmental potential and needs
❖ Performance appraisals - Source of development
information
▪ Productivity
▪ Employee relations
▪ Job knowledge
❖ Development metrics - Assessments that target the
proper skills needed to perform work
▪ Can be used to identify content that should be included in
development programs
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HR Development Approaches

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Management Lessons Learned from Job Experience

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Supervisor Development

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Leadership Development

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Stages in Management Mentoring
Relationships

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 Problems with Management
Development Efforts
❖ Failing to conduct adequate needs analysis

❖ Trying out fad programs or training methods

❖ Substituting training for selecting qualified

individuals

❖ Encapsulated development - When an individual

learns new methods and ideas, but returns to a
work unit that still follows old methods

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 NGUYEN VAN THUY, PhD
thuybanker2018@gmail.com

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