8/8/2019 ETAD chap001

1/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 1

8/8/2019 ETAD chap001

2/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 2

1Chapter

Introduction toIntroduction toEmployee Training andEmployee Training and

DevelopmentDevelopment

8/8/2019 ETAD chap001

3/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 3

ntroductionIntroduction (1 of 3)(1 of 3)

Boston Pizza International, Bowaters Coated andSpecialty Paper Division, Americredit, and HomeDepot illustrate how training can contribute tocompanies competitiveness

Competitiveness refers to a companys abilityto maintain and gain market share in an industry

8/8/2019 ETAD chap001

4/31

8/8/2019 ETAD chap001

5/31

8/8/2019 ETAD chap001

6/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 6

H uman Resource ManagementH uman Resource Management

R efers to the policies, practices, and systems thatinfluence employees:

behavior attitudes

performance

HRM practices play a key role in a ttr a cting ,motiva ting , rew a rding , and ret a ining employees

8/8/2019 ETAD chap001

7/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 7

Wh at is training?Wh at is training?

Tra ining refers to a planned effort by acompany to facilitate employees learning of job-related competencies

T he goal of training is for employees to:master the knowledge, skill, and behaviors emphasizedin training programs, andapply them to their day-to-day activities

8/8/2019 ETAD chap001

8/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 8

H ighH igh--L everage TrainingL everage Training

L inked to strategic goals and objectivesUses an instructional design process to ensure thattraining is effectiveCompares or benchmarks the companys training

programs against training programs in other companiesCreates working conditions that encouragecontinuous learning

8/8/2019 ETAD chap001

9/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 9

C ontinuous L earningC ontinuous L earning (1 of 2)(1 of 2)

Continuous Le ar ning requires employees tounderstand the entire work system including therelationships among:

their jobstheir work unitsthe entire company

8/8/2019 ETAD chap001

10/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 10

C ontinuous L earningC ontinuous L earning (2 of 2)(2 of 2)

E mployees are expected to:acquire new skills and knowledgeapply them on the jobshare this information with other employees

M a na gers take an active role:in identifying training needshelping to ensure that employees use training in their work

8/8/2019 ETAD chap001

11/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 11

Training and PerformanceTraining and Performance

E mphasis on high-leverage training has beenaccompanied by a movement to link training to

performance improvement

T raining is used to improve employee performance

T his leads to improved business results

8/8/2019 ETAD chap001

12/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 12

Training and Performance:Training and Performance: TodaysTodaysEmphasisEmphasis (1 of 2)(1 of 2)

Providing educational opportunities for allemployees

An on-going process of performanceimprovement that is directly measurable

not one-time training events

T he need to demonstrate the benefits of trainingto executives, managers, and trainees

8/8/2019 ETAD chap001

13/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 13

Training and Performance:Training and Performance: TodaysTodaysEmphasisEmphasis (2 of 2)(2 of 2)

L earning as a lifelong eventsenior management, training managers, and employeeshave ownership

T raining used to help attain strategic businessobjectives

helps companies gain a competitive advantage

8/8/2019 ETAD chap001

14/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 14

Training Design ProcessTraining Design Process

Conducting Needs Assessment

Ensuring Employees Readiness for

TrainingCreating a Learning

Environment

Ensuring Transfer of Training

Developing anEvaluation Plan

Select TrainingMethod

Monitoring and Evaluating theProgram

8/8/2019 ETAD chap001

15/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 15

Instructional System Design (ISD)Instructional System Design (ISD)

R efers to a process for designing and developingtraining programs

T here is not one universally accepted ISD model

ISD process should be:systematicflexible enough to adapt to business needs

8/8/2019 ETAD chap001

16/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 16

A ssumptions of ISD A pproac h es A ssumptions of ISD A pproac h es (1 of 2)(1 of 2)

T raining design is effective only if it helpsemployees reach instructional or training goalsand objectives

M easurable learning objectives should beidentified before training

8/8/2019 ETAD chap001

17/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 17

A ssumptions of ISD A pproac h es A ssumptions of ISD A pproac h es (2 of 2)(2 of 2)

E valuation plays an important part in: planning and choosing a training methodmonitoring the training programsuggesting changes to the training design process

8/8/2019 ETAD chap001

18/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 18

F orces Influencing t h e W orkplaceF orces Influencing t h e W orkplaceand Training:and Training: (1 of 2)(1 of 2)

G lobalization

Need for leadership

Increased value placed on knowledge

Attracting and retaining talent

Customer service and quality emphasis

8/8/2019 ETAD chap001

19/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 19

F orces Influencing t h e W orkplaceF orces Influencing t h e W orkplaceand Training:and Training: (2 of 2)(2 of 2)

Changing demographics and diversity of the work force

New technologyHigh-performance models of work systems

E conomic changes

8/8/2019 ETAD chap001

20/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 20

C ore Values of Total QualityC ore Values of Total QualityManagement (TQM)Management (TQM) (1 of 2)(1 of 2)

M ethods and processes are designed to meet theneeds of internal and external customers

E very employee in the company receives trainingin quality

Quality is designed into a product or service sothat errors are prevented from occurring, rather than being detected and corrected

8/8/2019 ETAD chap001

21/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 21

C ore Values of TQMC ore Values of TQM (2 of 2)(2 of 2)

T he company promotes cooperation with vendors,suppliers, and customers to improve quality andhold down costs

M anagers measure progress with feedback basedon data

8/8/2019 ETAD chap001

22/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 22

C ategories and Point Values for t h e MalcolmC ategories and Point Values for t h e MalcolmBaldrige National Quality Aw ard ExaminationBaldrige National Quality Aw ard Examination

Leadership 120 points

Measurement Analysis and Knowledge Management 90 points

Strategic Planning 85 points

Human Resource Focus 85 points

Process Management 85 points

Business Results 450 points

Customer and Market Focus 85 points

Total Points 1,000 points

8/8/2019 ETAD chap001

23/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 23

Skills Needed to Manage a Diverse W orkSkills Needed to Manage a Diverse W orkF orce:F orce: (1 of 2)(1 of 2)

C ommunicating effectively with employees froma wide variety of backgrounds

C oaching, training and developing employees of different ages, educational backgrounds,ethnicities, physical abilities, and races

8/8/2019 ETAD chap001

24/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 24

Skills Needed to Manage a Diverse W orkSkills Needed to Manage a Diverse W orkF orce:F orce: (2 of 2)(2 of 2)

Providing performance feedback that is free of values and stereotypes based on gender, ethnicity,or physical handicap

C reating a work environment that allowsemployees of all backgrounds to be creative andinnovative

8/8/2019 ETAD chap001

25/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 25

4. Creativity argument

5. Problem-solving

argument

6. Systemflexibility argument

2. Resource-acquisitionargument

3. Marketingargument

1. Cost argument

H ow Managing C ultural Diversity C anH ow Managing C ultural Diversity C anProvide C ompetitive A dvantageProvide C ompetitive A dvantage

8/8/2019 ETAD chap001

26/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 26

U se of ne w tec h nology and w ork design needs toU se of ne w tec h nology and w ork design needs tobe supported by specific H RM practices:be supported by specific H RM practices: (1 of 2)(1 of 2)

E mployees choose or select new employees or team membersE mployees receive formal performance feedback and are involved in the performance improvement

processOngoing training is emphasized and rewardedR ewards and compensation are linked to company

performance

8/8/2019 ETAD chap001

27/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 27

U se of ne w tec h nology and w ork design needs toU se of ne w tec h nology and w ork design needs tobe supported by specific H RM practices:be supported by specific H RM practices: (2 of 2)(2 of 2)

E quipment and work processes encouragemaximum flexibility and interaction betweenemployeesE mployees participate in planning changes inequipment, layout, and work methodsE mployees understand how their jobs contribute to

the finished product or service

8/8/2019 ETAD chap001

28/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 28

C omparison of Training Investment L eadersC omparison of Training Investment L eadersand Benc h mark C ompaniesand Benc h mark C ompanies (1 of 2)(1 of 2)

Benc h markC ompany

InvestmentL eader

Percent of eligible employees being trained 78% 91%

Amount of training received per employee 24

hours 57

hours

A mount spent on training:Percentage of payrollPer employee

2%$734

4%$1,647

8/8/2019 ETAD chap001

29/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 29

C omparison of Training Investment L eadersC omparison of Training Investment L eadersand Benc h mark C ompaniesand Benc h mark C ompanies (2 of 2)(2 of 2)

Benc h markC ompany

InvestmentL eader

A verage total spent $3.6m $11.1m

Percent of training delivered using learningtec h nology 11% 22%

Percent training time in classroom 77% 61%

8/8/2019 ETAD chap001

30/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 30

Roles of TrainersRoles of Trainers

Strategic Adviser

Systems Design and Developer

Organization Change AgentInstructional Designer

Individual Development and Career Counselor

Coach / Performance ConsultantR esearcher

8/8/2019 ETAD chap001

31/31

McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved. 1 - 31

Who ProvidesTraining?

Who Is InCharge of

Training?