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Chapter

1
Introduction to Employee Training and Development

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Introduction (1 of 3)
Boston Pizza International, Bowaters Coated and Specialty Paper Division, Americredit, and Home Depot illustrate how training can contribute to companies competitiveness
Competitiveness refers to a companys ability to maintain and gain market share in an industry

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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
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Introduction (3 of 3)
The training practices have helped Boston Pizza International, Bowaters 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

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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
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What is training?
Training refers to a planned effort by a company to facilitate employees learning of jobrelated 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

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High-Leverage Training
Linked to strategic goals and objectives Uses an instructional design process to ensure that training is effective Compares or benchmarks the companys training programs against training programs in other companies Creates working conditions that encourage continuous learning
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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

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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
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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
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Training and Performance: Todays Emphasis (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
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Training and Performance: Todays 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

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Training Design Process

Conducting Needs Assessment Ensuring Employees Readiness for Training Creating a Learning Environment

Developing an Evaluation Plan

Ensuring Transfer of Training

Select Training Method

Monitoring and Evaluating the Program

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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
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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

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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

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Forces Influencing the Workplace and Training: (1 of 2)

Globalization
Need for leadership

Increased value placed on knowledge

Attracting and retaining talent

Customer service and quality emphasis

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Forces Influencing the Workplace and Training: (2 of 2)

Changing demographics and diversity of the work force
New technology High-performance models of work systems Economic changes

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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
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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

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Categories and Point Values for the Malcolm Baldrige National Quality Award Examination
Leadership Measurement Analysis and Knowledge Management Strategic Planning 120 points 90 points 85 points

Human Resource Focus Process Management

Business Results Customer and Market Focus Total Points

85 points 85 points
450 points 85 points 1,000 points

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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

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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

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How Managing Cultural Diversity Can Provide Competitive Advantage

1. Cost argument 2. Resourceacquisition argument 3. Marketing argument 5. Problemsolving argument 6. System flexibility argument
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4. Creativity argument
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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

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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

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Comparison of Training Investment Leaders and Benchmark Companies (1 of 2)

Benchmark Company Percent of eligible employees being trained Amount of training received per employee Amount spent on training: Percentage of payroll Per employee 78% 24 hours Investment Leader 91% 57 hours

2% $734

4% $1,647

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Comparison of Training Investment Leaders and Benchmark Companies (2 of 2)

Benchmark Company Average total spent Percent of training delivered using learning technology $3.6m 11% Investment Leader $11.1m 22%

Percent training time in classroom

77%

61%

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Roles of Trainers
Strategic Adviser

Systems Design and Developer

Organization Change Agent

Instructional Designer
Individual Development and Career Counselor Coach / Performance Consultant Researcher
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Who Provides Training?

Who Is In Charge of Training?

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