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Chapter
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Introduction to Employee Training and Development
McGraw-Hill/Irwin
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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
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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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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HRM practices play a key role in attracting, motivating, rewarding, and retaining employees
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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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
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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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
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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
85 points 85 points
450 points 85 points 1,000 points
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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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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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4. Creativity argument
McGraw-Hill/Irwin
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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2% $734
4% $1,647
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Roles of Trainers
Strategic Adviser
Instructional Designer
Individual Development and Career Counselor Coach / Performance Consultant Researcher
McGraw-Hill/Irwin
2005 The McGraw-Hill Companies, Inc. All rights reserved.
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