CHAPTER 7 TRAINING AND DEVELOPMENT CHAPTER DESCRIPTION The first portion of this chapter is devoted to executive integration.

Next, strategic training and development (T&D) and the factors influencing T&D will be explained. Following this, we examine the T&D process and how T&D needs are determined and objectives established. Then, the numerous T&D methods are discussed and T&D delivery systems are described followed by a discussion of telepresence as a delivery system. Management development and orientation are then discussed. The means by which T&D programs are implemented are then explained, followed by a discussion of the metrics for evaluating training and development. After that, the Workforce Investment Act is explained, organization development is described and the chapter concludes with a global perspective entitled Buddies Across the Globe. KEY TERMS Training and development (T&D): Heart of a continuous effort designed to improve employee competency and organizational performance. Training: Activities designed to provide learners with the knowledge and skills needed for their present jobs. Development: Learning that goes beyond todays job and has a more long-term focus. Learning organization: Firm that recognizes the critical importance of continuous performancerelated T&D and takes appropriate action. Just-in-time training: Training provided anytime, anywhere in the world when it is needed. E-learning: T&D method for online instruction. Virtual reality: Unique extension of e-learning that permits trainees to view objects from a perspective that is otherwise impractical or impossible. Case study: T&D method in which trainees are expected to study the information provided in the case

and make decisions based on it. Behavior modeling: T&D method that permits a person to learn by copying or replicating behaviors of others to show managers how to handle various situations Role playing: T&D method in which participants are required to respond to specific problems they may encounter in their jobs by acting out real-world situations. Business games: T&D method that permits participants to assume roles such as president, controller, or marketing vice president of two or more similar hypothetical organizations and compete against each other by manipulating selected factors in a particular business situation. In-basket training: T&D method in which the participant is asked to establish priorities for and then handle a number of business papers, e-mail messages, memoranda, reports, and telephone messages that would typically cross a managers desk. On-the-job training (OJT): Informal T&D method that permits an employee to learn job tasks by actually performing them. Apprenticeship training: Training method that combines classroom instruction with on-the-job training.
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Corporate university: T&D delivery system provided under the umbrella of the organization. Online higher education: Formal educational opportunities including degree and training programs that are delivered, either entirely or partially, via the Internet. Vestibule system: T&D delivery system that takes place away from the production area on equipment that closely resembles equipment actually used on the job. Simulators: T&D delivery system comprised of devices or programs that replicate actual job demands. Management

development: Consists of all learning experiences provided by an organization resulting in upgrading skills and knowledge required in current and future managers. Mentoring: Approach to advising, coaching, and nurturing, for creating a practical relationship to enhance individual career, personal, and professional growth and development. Coaching: Often considered a responsibility of the immediate boss, who provides assistance, much as a mentor. Reverse mentoring: A process in which older employees learn from younger ones. Orientation: Initial T&D effort for new employees that informs them about the company, the job, and the workgroup. Benchmarking: Process of monitoring and measuring a firms internal processes, such as operations, and then comparing the data with information from companies that excel in those areas. Organization development (OD): Planned and systematic attempts to change the organization, typically to a more behavioral environment. Survey feedback: Process of collecting data from an organizational unit through the use of questionnaires, interviews, and objective data from other sources, such as records of productivity, turnover, and absenteeism. Quality circles: Groups of employees who voluntarily meet regularly with their supervisors to discuss problems, investigate causes, recommend solutions, and take corrective action when authorized to do so. Team building: Conscious effort to develop effective workgroups and cooperative skills throughout the organization. Sensitivity training: An organization development technique that is designed to help individuals learn how others perceive their behavior. LECTURE OUTLINE EXECUTIVE INTEGRATION, THE SINK OR SWIM APPROACH DOES NOT WORK

Executive integration or assimilation occurs long after the typical employment orientation intended to acquaint an executive with his or her employees and working environment in the early days of the job. Orientation enables an executive to perform in a new role, whereas integration offers the first feedback on how the executive is fulfilling that role. STRATEGIC TRAINING AND DEVELOPMENT TRAINING AND DEVELOPMENT Heart of a continuous effort designed to improve employee competency and organizational performance.
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TRAININGDesigned to permit learners to acquire knowledge and skills needed for their present jobs. DEVELOPMENTLearning that goes beyond todays job and has a more long-term focus. LEARNING ORGANIZATION Firm that recognizes the critical importance of continuous performance-related T&D and takes appropriate action. FACTORS INFLUENCING TRAINING AND DEVELOPMENT TOP MANAGEMENT SUPPORTFor T&D programs to be successful, top management support is required; without it, a T&D program will not succeed. The most effective way to achieve success is for executives to take an active part in the training and provide the needed resources. TECHNOLOGICAL ADVANCESChange is occurring at an amazing speed, with knowledge doubling every year. Perhaps no

factor has influenced T&D more than technology. WORLD COMPLEXITYThe world is simply getting more complex, and this has had an impact on how an organization operates. No longer does a firm just compete against other firms in the United States. LIFETIME LEARNINGLargely due to the work environment the workers confront today, learning can never stop; it is a continuous process. LEARNING STYLESAlthough much remains unknown about the learning process, some generalizations stemming from the behavioral sciences have affected the way firms conduct training. For example, learners progress in an area of learning only as far as they need to in order to achieve their purposes. OTHER HUMAN RESOURCE FUNCTIONSSuccessful accomplishment of other human resource functions can also have a crucial impact on T&D. TRAINING AND DEVELOPMENT PROCESS DETERMINE SPECIFIC T&D NEEDS ESTABLISH SPECIFIC TRAINING AND DEVELOPMENT OBJECTIVES SELECT T&D METHOD(S) SELECT T&D DELIVERY SYSTEM(S)
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IMPLEMENT T&D PROGRAMS EVALUATE T&D PROGRAMS DETERMINE SPECIFIC TRAINING AND DEVELOPMENT NEEDS First step in the T&D process. In todays highly competitive

business environment, undertaking a program because other firms are doing it is asking for trouble. Companies now train for specific needs. ESTABLISH SPECIFIC TRAINING AND DEVELOPMENT OBJECTIVES T&D must have clear and concise objectives and be developed to achieve organizational goals. Without them, designing meaningful T&D programs would not be possible. TRAINING AND DEVELOPMENT METHODS A number of methods are utilized in imparting knowledge and skills to employees. Regardless of whether programs are in-house or outsourced, firms use a number of methods for imparting knowledge and skills to the workforce and usually more than one method, called blended training. INSTRUCTOR-LEDContinue to be effective for many types of T&D. E-LEARNINGT&D method for online instruction. CASE STUDYT&D method in which trainees are expected to study the information provided in the case and make decisions based on it. BEHAVIOR MODELING AND TWITTERINGT&D method that permits a person to learn by copying or replicating behaviors of others to show managers how to handle various situations. Twittering has been used as a learning tool to involving behavior modeling. ROLE PLAYINGT&D method in which participants are required to respond to specific problems they may encounter in their jobs by acting out real-world situations. BUSINESS GAMEST&D method that permits participants to assume roles such as president, controller, or marketing vice

president of two or more similar hypothetical organizations and compete against each other by manipulating selected factors in a particular business situation. IN-BASKET TRAININGT&D method in which the participant is asked to establish priorities for and then handle a number of business papers, e-mail messages, memoranda, reports, and telephone messages that would typically cross a managers desk.
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ON-THE-JOB TRAININGInformal T&D method that permits an employee to learn job tasks by actually performing them. INTERNSHIPSTraining method whereby university students divide their time between attending classes and working for an organization. APPRENTICESHIP TRAININGTraining method that combines classroom instruction with on-the-job training. TRAINING & DEVELOPMENT DELIVERY SYSTEMS CORPORATE UNIVERSITIEST&D delivery system provided under the umbrella of the organization. COLLEGES AND UNIVERSITIESFor decades, colleges and universities have been the primary means for training professional, technical, and management employees. COMMUNITY COLLEGESPublicly-funded higher education establishments that provide vocational training and associate degree programs. ONLINE HIGHER EDUCATIONFormal educational opportunities including degree and training programs that are

delivered, either entirely or partially, via the Internet. VESTIBULE SYSTEMT&D delivery system that takes place away from the production area on equipment that closely resembles equipment actually used on the job. VIDEO MEDIAUse of video media such as DVDs, videotapes, and film clips continues to be popular training delivery systems. SIMULATORST&D delivery system comprised of devices or programs that replicate actual job demands. HIGH-TECH VIDEOCONFERENCINGAlthough videoconferencing has been around for decades, it has been greatly improved over time with the ultimate form of videoconferencing being telepresence. Telepresence systems provide the illusion of sitting across a conference table from the individuals they are meeting with. You have the perception of being able to look them in the eye. MANAGEMENT DEVELOPMENT Consists of all learning experiences provided by an organization resulting in upgrading skills and knowledge required in current and future managers. MENTORINGApproach to advising, coaching, and nurturing, for creating a practical relationship to enhance individual career, personal, and professional growth and development.
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COACHINGOften considered a responsibility of the immediate boss, who provides assistance, much as a mentor. REVERSE MENTORINGA process in which older employees learn from younger ones.

ORIENTATION Initial T&D effort for new employees that informs them about the company, the job, and the workgroup. IMPLEMENTING TRAINING AND DEVELOPMENT PROGRAMS Implementation of T&D programs is often difficult. METRICS FOR EVALUATING TRAINING AND DEVELOPMENT The five-level Kirkpatrick/Phillips model for training evaluation is widely used in learning environments. The levels in this model are: (1) participant reaction, (2) level of learning achieved, (3) changes in learner behavior, (4) business results derived from training, and the return-on-investment from training. Benchmarking is also discussed here as a means of evaluating training and development. PARTICIPANT REACTIONEvaluating a T&D program by asking the participants opinions of it is an inexpensive approach that provides an immediate response and suggestions for improvements. LEVEL OF LEARNING ACHIEVEDSome organizations administer tests to determine what the participants in T&D program have learned. CHANGES IN LEARNER BEHAVIORTests may indicate fairly accurately what has been learned, but they give little insight into desired behavioral changes. BUSINESS RESULTS DERIVED FROM TRAINING Involves determining the extent to which business results derived from training. Have training programs actually impacted performance.

RETURN-ON-INVESTMENT FROM TRAININGThe highest level of training effectiveness is return-on-investment (ROI) from training. However, in some circumstances, the actual ROI number may be hard to establish because of the difficulty in isolating the effects of training. BENCHMARKINGProcess of monitoring and measuring a firms internal processes, such as operations, and then comparing the data with information from companies that excel in those areas.
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ISO 9001 QUALITY ASSURANCE TRAINING STANDARDS One ISO 9001 quality assurance standard states: Employees should receive the training and have the knowledge necessary to do their jobs. In order to comply with the standard, companies must maintain written records of their employee training to show that employees have been properly trained. WORKFORCE INVESTMENT ACT The Workforce Investment Act replaced the problem-riddled Job Training Partnership Act and consolidated more than 70 federal job-training programs. It provides states with the flexibility to develop streamlined systems in partnership with local governments. A primary focus of WIA is to meet the needs of business for skilled workers and to satisfy the training, education, and employment needs of individuals. ORGANIZATION DEVELOPMENT: A STRATEGIC HR TOOL Planned and systematic attempts to change the organization, typically to a more behavioral environment. OD education and training strategies are designed to develop a more open, productive, and compatible workplace despite differences in

personalities, culture, or technologies. The organizational development movement has been strongly advocated by such researchers as Chris Argyris and Warren Bennis. Organization development applies to an entire system, such as a company or a plant. Organization development is a major means of achieving change in the corporate culture. SURVEY FEEDBACKProcess of collecting data from an organizational unit through the use of questionnaires, interviews, and objective data from other sources, such as records of productivity, turnover, and absenteeism. QUALITY CIRCLESGroups of employees who voluntarily meet regularly with their supervisors to discuss problems, investigate causes, recommend solutions, and take corrective action when authorized to do so. TEAM BUILDINGConscious effort to develop effective workgroups and cooperative skills throughout the organization. SENSITIVITY TRAININGOrganization development technique that is designed to help individuals learn how others perceive their behavior. BUDDIES ACROSS THE GLOBE Gone are the days where a new hire is given an employment handbook and other written materials about the organization and told to read it. In this fast paced global world we work in today companies cannot slowly move a new hire into a productive mode. To pave the way for immediate success, orientation programs are changing. Organizations are supporting their new hires by pairing them with an experienced buddy, to do the orientation (they still give them the written material).