Human Resources Management in New Zealand (4th edn) – Richard Rudman

Developing
people and
performance

Training,
development and learning
„ Education
„ improves general knowledge and competence
„ orientation is person rather than job
„ Training
„ improves performance in an occupation or job
„ specific rather than general
„ usually based on skills, knowledge and attitudes
required for satisfactory job performance
„ Development
„ help people develop and fulfil their potential

David G LIN 1
 Human Resources Management in New Zealand (4th edn) – Richard Rudman

Why train and develop?

For the organisation For the individual
„ Better productivity „ Better job skills and
„ Lower recruitment knowledge
costs „ Higher performance
„ Less wastage and related rewards
„ Less absenteeism „ Personal growth
„ Fewer accidents „ Greater job
„ More flexible workforce satisfaction
„ Better goal „ Better able to cope
achievement with change

Four levels of learning

„ Knowing about
„ Understanding
„ Acceptance
„ Able to apply

David G LIN 2
 Human Resources Management in New Zealand (4th edn) – Richard Rudman

Therefore, training
programmes should
„ Introduce learners carefully to the
proposed new behaviour
„ Transfer the appropriate skills,
knowledge and abilities systematically
„ Manage the return to the workplace so
that learners are given both opportunity
and encouragement to apply the new
behaviour

Principles of learning
„ Effective learning depends largely on desire to
learn
„ People learn at different rates
„ People learn different things at different rates
„ People learn by doing
„ Reinforcement and feedback are critical
„ Whole learning is usually better than part learning
„ Learning must be transferred from training
situation and applied on job

David G LIN 3
 Human Resources Management in New Zealand (4th edn) – Richard Rudman

Adults as learners

„ Adults are self-directing

„ Adults have accumulated more
experience
„ Adults’ readiness to learn is
different
„ Adults are problem-centred

The learning curve

David G LIN 4
 Human Resources Management in New Zealand (4th edn) – Richard Rudman

Training challenges
„ Demands for competitiveness and efficiency
„ Need for more highly skilled people
„ Wider range of more complex occupations and
technologies
„ New concepts and techniques appear frequently
„ Managers unwilling to 'invest' in training as long-term
strategy for organisational improvement
„ Devolution, decentralisation, outsourcing, and
'democratisation' of access to education and training
„ Repositioning of HR specialists as internal
consultants or advisers to management

Organisational attitudes
„ Fragmented approach
„ Unplanned, unsystematic, ad hoc
„ Formalised approach
„ Systematic and linked to HR needs
„ Focused approach
„ Training and development seen as
necessary for organisational survival
„ Learning organisation

David G LIN 5
 Human Resources Management in New Zealand (4th edn) – Richard Rudman

The learning organisation

The organisations that will truly excel

in the future will be the
organisations that discover how to
tap people’s commitment and
capacity to learn at all levels in an
organisation.
- Peter Senge

Competitive advantage

The ability to learn faster and

deeper than your competitors
may be the only sustainable
competitive advantage.

– Arie de Geus

David G LIN 6
 Human Resources Management in New Zealand (4th edn) – Richard Rudman

Learning
in learning organisations
„ Performance-based
„ Tied to business objectives
„ Learning processes - learning how to learn –
considered important
„ Ability to define learning needs seen to be as
important as knowing answers
„ Learning opportunities exist to develop
knowledge, skills and attitudes
„ Learning is part of work and part of every job
description

Meaning of career

„ Advancement
„ Profession
„ Life-long sequence of jobs
„ Sequence of role-related
experiences
„ Sequence of work attitudes and
behaviours

David G LIN 7
 Human Resources Management in New Zealand (4th edn) – Richard Rudman

Tasks in career development

„ Develop self-awareness
„ Develop understanding of
environment
„ Develop ability to make career
choices

Career anchor model

Self-perceived Five types
patterns „ Security
„ Talents and „ Technical/functional
abilities competence
„ Motives and „ Managerial
needs competence
„ Attitudes and „ Creativity
values „ Autonomy

David G LIN 8
 Human Resources Management in New Zealand (4th edn) – Richard Rudman

Career models

„ Career anchor model

„ Career concept model
„ Levinson
„ Shein’s model of inclusion

Definitions
Career planning
Process by which organisation and employees
identify a sequence of jobs, possible
learning experiences and training to help
employees fulfil their potential and gain job
satisfaction
Career counselling
Provide employees with information and
assistance so they can better plan their
progress to other positions or roles within
the organisation, or to other organisations

David G LIN 9
 Human Resources Management in New Zealand (4th edn) – Richard Rudman

Career planning: different aims

David G LIN 10