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Chapter. 1. Introduction to Employee Training and Development. Introduction (1 of 3). Boston Pizza International, Bowater’s Coated and Specialty Paper Division, Americredit, and Home Depot illustrate how training can contribute to companies’ competitiveness

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slide2

Chapter

1

Introduction to Employee Training and Development

introduction 1 of 3
Introduction (1 of 3)
  • Boston Pizza International, Bowater’s Coated and Specialty Paper Division, Americredit, and Home Depot illustrate how training can contribute to companies’ competitiveness
  • Competitiveness – refers to a company’s ability to maintain and gain market share in an industry
introduction 2 of 3
Introduction (2 of 3)
  • Although they are in different types of businesses, they each have training practices that have helped them gain a competitive advantage in their markets
  • Issues affecting companies and influencing training practices:
    • customer service
    • employee retention and growth
    • doing more with less
    • quality and productivity
introduction 3 of 3
Introduction (3 of 3)
  • The training practices have helped Boston Pizza International, Bowater’s Coated and Specialty Paper Division, Americredit, and Home Depot:
    • grow the business, and
    • improve customer service, by
    • providing employees with the knowledge and skills they need to be successful
human resource management
Human Resource Management
  • Refers to the policies, practices, and systems that influence employees’:
    • behavior
    • attitudes
    • performance
  • HRM practices play a key role in attracting, motivating, rewarding, and retaining employees
what is training
What is training?
  • Training–refersto 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
high leverage training
High-Leverage Training
  • Linked to strategic goals and objectives
  • Uses an instructional design process to ensure that training is effective
  • Compares or benchmarks the company’s training programs against training programs in other companies
  • Creates working conditions that encourage continuous learning
continuous learning 1 of 2
Continuous Learning (1 of 2)
  • Continuous Learning – requires employees to understand the entire work system including the relationships among:
    • their jobs
    • their work units
    • the entire company
continuous learning 2 of 2
Continuous Learning (2 of 2)
  • Employees are expected to:
    • acquire new skills and knowledge
    • apply them on the job
    • share this information with other employees
  • Managers take an active role:
    • in identifying training needs
    • helping to ensure that employees use training in their work
training and performance
Training and Performance
  • Emphasis on high-leverage training has been accompanied by a movement to link training to performance improvement
  • Training is used to improve employee performance
  • This leads to improved business results
training and performance today s emphasis 1 of 2
Training and Performance: Today’sEmphasis(1 of 2)
  • Providing educational opportunities for all employees
  • An on-going process of performance improvement that is directly measurable
    • not one-time training events
  • The need to demonstrate the benefits of training
    • to executives, managers, and trainees
training and performance today s emphasis 2 of 2
Training and Performance: Today’s Emphasis(2 of 2)
  • Learning as a lifelong event
    • senior management, training managers, and employees have ownership
  • Training used to help attain strategic business objectives
    • helps companies gain a competitive advantage
training design process
Training Design Process

Ensuring Employees’ Readiness for Training

Conducting Needs Assessment

Creating a Learning Environment

Ensuring Transfer of Training

Developing an Evaluation Plan

Monitoring and Evaluating the Program

Select Training Method

instructional system design isd
Instructional System Design (ISD)
  • Refers to a process for designing and developing training programs
  • There is not one universally accepted ISD model
  • ISD process should be:
    • systematic
    • flexible enough to adapt to business needs
assumptions of isd approaches 1 of 2
Assumptions of ISD Approaches(1 of 2)
  • 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 isd approaches 2 of 2
Assumptions of ISD Approaches(2 of 2)
  • Evaluation plays an important part in:
    • planning and choosing a training method
    • monitoring the training program
    • suggesting changes to the training design process
forces influencing the workplace and training 1 of 2
Forces Influencing the Workplaceand Training: (1 of 2)
  • Globalization
  • Need for leadership
  • Increased value placed on knowledge
  • Attracting and retaining talent
  • Customer service and quality emphasis
forces influencing the workplace and training 2 of 2
Forces Influencing the Workplaceand Training: (2 of 2)
  • Changing demographics and diversity of the work force
  • New technology
  • High-performance models of work systems
  • Economic changes
core values of total quality management tqm 1 of 2
Core Values of Total Quality Management (TQM) (1 of 2)
  • 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
core values of tqm 2 of 2
Core Values of TQM (2 of 2)
  • The company promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs
  • Managers measure progress with feedback based on data
categories and point values for the malcolm baldrige national quality award examination
Categories and Point Values for the Malcolm Baldrige National Quality Award Examination
skills needed to manage a diverse work force 1 of 2
Skills Needed to Manage a Diverse Work Force: (1 of 2)
  • Communicating effectively with employees from a wide variety of backgrounds
  • Coaching, training and developing employees of different ages, educational backgrounds, ethnicities, physical abilities, and races
skills needed to manage a diverse work force 2 of 2
Skills Needed to Manage a Diverse Work Force: (2 of 2)
  • 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 creative and innovative
how managing cultural diversity can provide competitive advantage

1. Cost

argument

3. Marketing

argument

2. Resource-

acquisition

argument

6. System

flexibility

argument

5. Problem-

solving

argument

4. Creativity

argument

How Managing Cultural Diversity Can Provide Competitive Advantage
use of new technology and work design needs to be supported by specific hrm practices 1 of 2
Use of new technology and work design needs to be supported by specific HRM practices: (1 of 2)
  • 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
use of new technology and work design needs to be supported by specific hrm practices 2 of 2
Use of new technology and work design needs to be supported by specific HRM practices: (2 of 2)
  • 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
roles of trainers
Roles of Trainers
  • Strategic Adviser
  • Systems Design and Developer
  • Organization Change Agent
  • Instructional Designer
  • Individual Development and Career Counselor
  • Coach / Performance Consultant
  • Researcher
slide31

Who Is In Charge of Training?

Who Provides Training?