chapter 07 training copyright © 2013 by the mcgraw-hill companies, inc. all rights reserved....
TRANSCRIPT
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Chapter 07Training
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Human Resource Management:Gaining a Competitive Advantage
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Learning Objectives
Discuss how training, informal and continuous learning, and knowledge management can contribute to companies’ business strategy.
Explain the manager’s role in identifying training needs and supporting training.
Conduct a needs assessment.
Evaluate employees’ readiness for training.
Discuss strengths and weaknesses of presentation, hands-on and group training methods.
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Learning Objectives
Explain potential e-learning training advantages.
Design a training session to maximize learning.
Choose an appropriate evaluation design based on training objectives and analysis of constraints.
Design a cross-cultural preparation program.
Develop a program for effectively managing diversity.
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Continuous & High-Leverage Training
• Training facilitates employees’ learning job-related knowledge, skills and behavior.
• Continuous learning requires employees to understand the entire work process, acquire and apply new skills and share what they have learned with others.
• High-leverage training is: linked to strategic business goals and
objectives, supported by top management, relies on an instructional design model, and is benchmarked to programs in other
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Training can...
Increase employees’ knowledge of foreign competitors and cultures.
Help ensure that employees have skills to work with new technology.
Help employees understand how to work effectively in teams to contribute to product and service quality.
Improve employee performance which leads to improved business results.
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Training can...
Ensure that the company’s culture emphasizes innovation, creativity and learning.
Ensure employment security by providing new ways for employees to contribute when their jobs change or interests change skills become obsolete
Prepare employees to work more effectively with each other.
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Formal and Informal Training
Training
Formal
training is
instructor
led and on-line
programs,
courses
and events
developed and
organized by the
company.
Informal
training is
learner
initiated,
involves
action and
doing, is
motivated
by an intent
to develop
and does
not occ
ur in
a form
al
learning
setti
ng.
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2 Types of Knowledge
Tacit Knowledge
• personal knowledge based on individual experience difficult to codify.
Explicit Knowledge
• well documented, easily articulated and transferred person to person.
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Key Features of Continuous Training
ContinuousTraining
Knowledge Management
Informal Learning
Formal Training &
Development
SupportsBusiness Strategy
Focus onPerformance
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Strategic Learning & Development Process
Business Strategy
Strategic Learning &Developme
nt Initiatives
Learning Activities Metrics
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The Training Process
1. Needs Assessment• Organizational, Person and Task Analysis
2. Ensuring Employees’• Readiness for training• Attitudes and motivation• Basic skills
3. Creating a Learning Environment• Identify learning objectives and training
outcomes• Meaningful material• Practice, feedback and observation of
others• Administering and coordinating program
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Designing Effective Training Activities
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4. Ensure Transfer of Training• Self-management strategies• Peer and manager support
5. Select Training Methods• Presentational Methods• Hands-on Methods• Group Methods
6. Evaluate Training Programs• Identify Training outcomes & evaluation
design• Cost-benefit analysis
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Needs Assessment Process
Organization Analysis
Person Analysis
Task Analysis
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3 Factors to Choose Training
Company’s Strategic Direction
Available Training Resources
Support-Manager and Peers
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5 Factors That Influence Employee Performance and Learning
Person characteristic
s
Input
OutputConsequences
Feedback
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Task Analysis
Identify jobsDevelop task list
Identify knowledge, skills and abilities,
etc.
Validatetasks
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Factors That Influence Motivation to Learn
Self-Efficacy
Benefits or Consequences of Training
Work Environment
Basic Skills
Awareness of Training Needs
Goal Orientation
Conscientiousness
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Ensure Employee Motivation for Learning
Motivation to learn – trainee’s desire to learn the training
program’s content.
Self-efficacy- employees' belief that they can successfully learn the training program’s content.
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Ensuring Employee Readiness for Learning
To increase employees' self-efficacy level:1. Let employees know that the purpose of training is to
improve performance.
2. Provide information about the training program and purpose prior to actual training.
3. Show employees their peers’ training success.
4. Provide employees feedback that learning is under their control and they have the ability and responsibility to overcome
learning difficulties experienced in the program.
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SKILLS
Basic Skills
Cognitive Ability–verbal comprehension,
quantitative ability and
reasoning ability
Reading and Writing Abilities–level of difficulty of
written materials
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7 Conditions for Learning
1. Need to know why they should learn.
2. Meaningful training content.
3. Opportunities to practice or social network interaction.
4. Feedback.
5. Observe, experience, and interact with others.
6. Good program coordination and administration.
7. Commit training content to memory.
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Transfer of Training
Transferof
training
Climate fortransfer
Opportunity to uselearned capability
Technologicalsupport
Self-managementskills
Manager support
Peer support
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Selecting Training Methods
Presentation Methods Instructor-led classroom instruction Distance learning, teleconferencing &
webcasting Audiovisual techniques Mobile technologies
Hands-on Methods On-the-job training Self-directed learning Simulations Business games and case studies Behavior modeling Interactive video E-learning
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Evaluating Training Programs
OUTCOMECognitive Outcomes
Skill-based Outcomes
Affective Outcomes
Results
ROI
WHAT IS MEASUREDAcquisition of Knowledge
Behavior• Skills
• Motivation• Reaction to
Program• Attitudes
• Company Payoff
• Economic value of training
HOW MEASURED• Pencil and paper tests• Work sample
• Observation• Work sample• Ratings
Interviews• Focus groups• Attitude surveys
• Observation• Data from information
system or performance records
• Identification& cost comparison & program benefits
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Evaluation Designs
Pretest/Posttest with comparison group
Posttest only with comparison group
Pretest/Posttest
Posttest Only
Time Series
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Determining Return on Investment
Cost-benefit analysis - process of determining a training
program’s economic benefits using accounting methods.
Determine costs
Determine
benefitsMake the analysis
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Cross-Cultural Preparation
Expatriate- is an employee sent by a company to manage operations in a different country.
Expatriates need to be:1. Competent in their area of expertise.2. Able to communicate verbally and nonverbally
in host country.3. Flexible, tolerant of ambiguity and sensitive to
cultural differences.4. Motivated to succeed, able to enjoy the
challenge of working in other countries, and willing to learn about the host country’s culture, language and customs.
5. Supported by their families.
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3 Phases of Cross-Cultural Preparation
Phase One:Pre-departure
Phase
Phase Two:On-SitePhase
Phase Three:Repatriation
Phase
Inclusion
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Managing Diversity and Inclusion
Managing Diversity- is the process of creating an environment that allows all employees to contribute to organizational goals and experience personal growth.
2 Types of Diversity Training:1. Attitude awareness and change programs2. Behavior-based programs
2 Goals of Diversity Training and Inclusion:
1. Eliminate values, stereotypes, and managerial practices that inhibit employees’ personal development .
2. Allow employees to contribute to organizational goals regardless of their race, sexual orientation, gender, family status, religious orientation, or cultural background.
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Managing Diversity Programs
Top Management & Employee
Support
Recruit & Hire
Fair Treatment
Hold Managers
Accountable
Identify & Develop Talent
Improve Relationshi
ps with External
Stakeholders
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Socialization and Orientation
Organizational Socialization –is the process used to transform new employees into effective company members.
3 Phases of Socialization:
AnticipatorySocialization
Encounter Settling In
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Summary
Technological innovations, new product markets, and a diverse workforce have increased the need for companies to reexamine how their training practices contribute to learning.
The key to successful training is choosing the most effective training method.
Managing diversity and cross-cultural preparation are two training issues relevant to capitalize on a diverse workforce and global markets.
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