Training as a management skill / Training and developing your staff

HRT 382 - Week 4

TRAINING & DEVELOPMENT

DO ORGANIZATIONS NEED TRAINING ?

The answer is “YES”However, we must know

the purpose and functions of training before we can use it.

THE GAP CONCEPT

Performance/Results

Time

Expected Curve

Actual Curve

Gap

In training terms this means we need to develop programs to fill the Gap

1,000 Cars

800 Cars

200 Cars

The reasons for not making the 1,000 cars:

Not enough resources

Poor machines

Poor staff skills

As training experts we must analyze the situation to

determine if:

Expected result too high

Target achievable

Is training the only way to make it happen

Are there other factors.

TRAINING NEEDS

Imagine you are the managing director of a full service restaurant. One day you receive a complaint letter

from a guest reporting s/he was not satisfied with the follow up regarding their criticism of being

overcharged in one of your restaurants.

Why was the complaint made?

Is there a training need?

EXERCISE 1

1. Employee obsolescence/out-dated –

Technical advancements, cultural changes, new systems, computerization

1. Career plateaus

Need for education and training programs

1. Employee Turnover

Development plan for new employees

3 REASONS TO CONSIDER CONDUCTING AN INTERNAL NEEDS ANALYSIS

Maintains qualified products / servicesAchieves high service standards

Provides information for new comersRefreshes memory of old employees

Achieves learning about new things; technology, products / service delivery

Reduces mistakes - minimizing costsOpportunity for staff to feedback / suggest improvements

Improves communication & relationships - better teamwork

IMPORTANCE OF TRAINING

Training objectives are tied to organization’s business objectives.

Training is modular so it can be adapted to workplace schedules.

Training is tailored to trainee needs and learning styles.

Training structure allows employees to learn at their own pace.

Trainees are provided regular, ongoing feedback concerning their progress while in the training

programme.

FEATURES OF TRAINING

BENEFITS OF TRAINING

Most training is targeted to ensure trainees “learn” something they

apply to their job.

USING TRAINING TO DEAL WITH COMPETITIVE CHALLENGES

1. GLOBAL CHALLENGE- in the advent of a borderless society, cross cultural training is important to prepare employees and their families for possible overseas assignments.

2. QUALITY CHALLENGE- employers are forced to train their employees to create high quality products and services.

3. HIGH PERFORMANCE WORK SYSTEM CHALLENGE- new technology causes changes in skill requirements and work roles, and often results in redesigning work structures

WHAT IS TRAINING?

Training is a systematic process through which an organization’s human resources gain

knowledge and develop skills by instruction and practical activities that result in improved

corporate performance.

“Training is the process of altering employee behavior and attitudes in a way that increase the probability of goal attainment.”

WHY T & D

No one is a perfect fit at the time of hiring and some training & development must take place.

Planned development programs will return values to the organization in terms of :

Increased productivityreduced costsMoraleFlexibility to adapt to changing requirements

Molds employees’ attitudeHelps them achieve better co-operation

Creates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision

Improves quality

DIFFERENCES BETWEEN TRAINING, EDUCATION &

DEVELOPMENT

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Training is short term, task oriented and targeted on achieving a change of

attitude, skills and knowledge in a specific area. It is usually job related.Education is a lifetime investment. It tends to be initiated by a person in the

area of his/her interest Development is a long term

investment in human resources.

If we follow the GAP concept, training is simply a means to use activities to fill the gaps of performance between the

actual results and the expected results.This GAP can be separated into 3 main

themes1.Attitude2.Skills3.Knowledge

THE ASK CONCEPT

Rank ASK by difficulty to develop in people

AttitudeSkills

Knowledge

EXERCISE 2

•Easy

•Moderately difficult

•Most difficult

Participation: involve trainees, learn by doing

Repetition: repeat ideas & concepts to help people learn

Relevance: learn better when material is meaningful and related

Transference: to real world using simulations

Feedback: ask for it and adjust training methods to audience.

FIVE PRINCIPLES OF LEARNING

Key Concepts in Preparing a Training PlanBefore you train and develop people identify what:

They must know - before they can perform job

They should know - to improve performance

Would be nice for them to know – but not necessary to perform duties.

A SYSTEMATIC APPROACHTO TRAINING

TYPES OF TRAINING

On the job: Orientation Apprentice

Committee assignments

Off the job: Vestibule Role playing

Lecture Case discussion

Conference

Decision making: In basketBusiness games

Case studiesRole play

Top Mgmt – Frames the Training policyHR Dept – plans, establishes and evaluatesSupervisors – implement and apply development procedureEmployees – provide feedback, revision and suggestions

RESPONSIBLE FOR TRAINING

MODEL OF THE TRAINING PROCESS*

Assessment Stage Training Stage Evaluation StageOrganizational Needs Assessment

Task Need Assessment

Development of Training Objectives

Design & Select Procedures

Measure Training Results

Development of Criteria for Training

Evaluation

Train Compare Results to Criteria

Feedback

*Goldstein, I. (2002) Training in Organizations 4th Ed.

1. Assessing training needs2. Preparing training plan

3. Specifying training objectives4. Designing the training program(s)5. Selecting the instructional methods

6. Completing the training plan7. Implementing the training program

8. Evaluating the training9. Planning future training

NINE STEPS IN THE TRAINING PROCESS

Conduct a training needs analysis by either one, or both, of the following

External approach (company, guests, society)Internal approach – using a staff opinion survey.

1) ASSESSING TRAINING NEEDS

ORGANIZATION ANALYSIS- environment, strategies, resources to determine where to emphasize

trainingTASK ANALYSIS- activities to be performed in order

to determine the ASK’S needsPERSONAL ANALYSIS- performance, knowledge

and skills in order to determine who needs training

NEEDS ASSESSMENT FOR TRAINING

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Imagine you are the manager of a factory with 500 workers making ice cream for export to Europe.

What information and evidence do you need before you can say the employees need training?

Try to list 5 ideas.

EXERCISE 3

Accidents report Sick leave report

Employee compensation statistics

Product quality control reportWastage report

Efficiency reportMachinery out-of-order report

Staff discipline report

Staff enquiries & complaints

Guests complaints

Refusal of orders made

Quality of product report

Market needs & trends

Demographic data & background of employees

RESPONSE TO EXERCISE 3

Consider whether to design a long (5-10 years), medium (3-5 years) or short (1 year) term plan.

Ask your self “What are we going to achieve in the time period?”

Use a holistic approach by using a calendar for inputting your training activities.

2) PREPARING TRAINING PLAN

TRAINING CALENDAR EXAMPLE

1 2 3 4 5 6 7...

Attitude

Train the trainer

Job competency

Sales techniques

Telephone manner

…

Training Area Month in the year

For individual personalized training, we must assess the trainees’ weakness and strengths first

before setting up appropriate programs.Training areas maybe tailor-made.

Trainee should receive an individual timetable for self progress.

INDIVIDUAL PLANS

Training Objectives must be specific & measurable. Why? Very difficult to measure effectiveness after course

is finished.

What should trainees be able to accomplish after participating in the training program?

What is the desired level of such accomplishment, according to industry or organizational standards?

Do you want to develop attitudes, skills, knowledge or some combination of these three?

3) SPECIFYING TRAINING OBJECTIVES

1. Program duration2. Program structure

3. Instruction methods4. Trainers qualification

5. Nature of trainees6. Support resources –

materials, OHP, classroom

7. Training location & environment

8. Criteria & methods for assessing participant

learning and achievement

9. Criteria & methods for evaluating the program

4) DESIGNING THE TRAINING PROGRAM(S)

On-the job-training (OJT)

learn while you’re working

THE PROPER WAY TO DO ON-THE-JOB-TRAINING:

P- PREPARE- decide what employee need to be taught.

R- REASSURE- put employee at ease and motivate to learn.

O- ORIENT- show the correct way to do the job.

P- PERFORM- let them try the job themselves.

E- EVALUATE- check employees performance. correct errors and repeat instructions.

R- REINFORCE AND REVIEW- provide praise and encouragement and give feedbacks.

Off -the job-training

In house, training or classroom

External, consultancies or attending external classes

Independent bodies, such as government talks

Distance learning, from books or notes

Computer-assisted learning

Interactive-video training

Video conferencing, same as classroom except teachers and students are in different locations.

5) SELECTING INSTRUCTIONAL METHODS

NOTE: THIS IS THE MOST IMPORTANT STEP

Off -the job-training

In house, training or classroom

External, consultancies or attending external classes

Independent bodies, such as government talks

Distance learning, from books or notes

Computer-assisted learning

Interactive-video training

Video conferencing, same as classroom except teachers and students are in different locations.

Imagine you are the training manger of a hotel that will open next year. Your GM asks you to develop a training program that aims to boost the team spirit of the newly

formed Executive Committee Members.

Your GM suggests you organize a two-day course in a resort location from 9 to 5 for both days.

Your task is to suggest 3 training methods that suit the training theme described above.

Hint: this is attitude, not skills nor knowledge training

EXERCISE 4

Remember your training theme was to change the

individuals attitudesEmploy exercises that

trainees can:Participate in

React toProvide feedback in

Receive inspiration to move on

Suitable training methods you might have listed:

Role-playGames

Simulation exercisesDiscussion/debate formats

Experiential exercisesSelf evaluation (e.g. video tape

trainees performance & let them evaluate their own behaviors).

RESPONSE TO EXERCISE 4

Target group – assess your audienceTopic – task, skill or attitude ingredient

Method – direct (one way communication) or indirect (discussion, games, experimental exercises…). Important as evaluation of trainees usually lies on the perception on

what they did in the training sessionTime – length, period, breaks important to consider

Location – away from the office?

6) COMPLETING THE TRAINING PLAN

Besides trainers qualifications and experience:Participant selection

Group comfort - physical & psychologicalTrainer enthusiasm & skillsEffective communication

Feedback mechanismThe need to learn new training skills

Preparation by trainers

7) IMPLEMENTING THE TRAINING PROGRAM

Three Levels of Evaluation 1. Immediate Feedback

Survey or interview directly after training

1. Post-Training Test Trainee applying learned tasks in workplace?

1. Post-Training Appraisals Conducted by immediate supervisors of trainees

8) EVALUATING THE TRAINING

1. REACTIONS- how trainees can give insight of what they learned to be more useful.

2. LEARNING- what participants think whether they learned or not bout the training.

3. BEHAVIOR- on how trainees transfer training and how well employees apply what they have learned to their jobs.

4. RESULTS/ R.O.I.- if trainings increase productivity, improve quality, lower cost and more satisfied customers.

CRITERIA FOR EVALUATING TRAINING

FOUR-STEP PROCESS:

1.PLAN- conduct a self audit to define internal process and measurement

2.DO- collect data through surveys, interviews, site visits and / or historical records

3.CHECK- analyze data to discover performance gaps and communicate findings and suggested improvements to the

management

4.ACT- establish goals, implement specific changes, monitor progress and redefine benchmarks as a continuous improvement

process

BENCHMARKING

Last step in the training processAfter taking all evaluated comments, trainers should modify the programs to keep good things and make suggested improvements

Remember, even with the same topic for different trainees, trainers should address many parts of the

training process again and consider new approaches.

9) PLANNING FUTURE TRAINING

LEADING IN A CHANGING ENVIRONMENT

SPECIAL TOPIC

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BEST COMPANIES FOR LEADERS FOCUS

Collaboration

Diversity

Sustainability

Leadership

Practices – systems

Programs

Innovation, efficiency and emerging markets will pave the way for future growth

INCREASING CHALLENGES AND OPPORTUNITIES FOR ORGANIZATIONS

Globalization

Shift in the global economy

Need to operate in global markets with local anchoring

Leading virtual teams from different cultures

Operating in a flatter, more matrixed environment

Managing across functions and geographies without authority

Increased use of technology

Driving innovation while reducing costs

Collaborating/partnering with outside constituents

Focusing on initiatives that will provide the greatest value

Future leaders have to inspire, mobilize a diverse workforce

to innovate and grow

3

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35

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35

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45

60

60

19

52

28

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35

0 10 20 30 40 50 60 70 80 90 100

Social responsibility

Capacity to learn

Teamwork

Decision making

Technical competence/expertise

Inspiring leadership

Ethics

Execution

Strategic thinking

Per cent of respondents

Top 20All others

WHAT ORGANIZATIONS VALUE MOST IN LEADERS

Global top 20 vs all others

Source: Hay Group 2010 Best Companies for Leadership study

HOW BCL DRIVE COLLABORATION

Everyone, at all levels, has to lead and to bring value

Actively seek out and disseminate innovative ideas, successful practices

Reward structures that encourage collaboration

100 10095

90

66

80

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20

30

40

50

60

70

80

90

100

Programs designed todevelop leaders who cancreatively bring together

resources across theorganization

Use collaborativetechnologies to

encourage informationsharing across business

units

Expat program that dealswith blending expats with

the local culture

Company recruits culturalminorities

Pe

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t o

f re

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Top 20All others

HOW THE BEST COMPANIES PREPARE MORE EFFECTIVE COLLABORATIVE LEADERS

Best Companies for Leadership are more proactive and focused in preparing employees to be effective in a global matrix

Source: Hay Group 2010 Best Companies for Leadership study

How to make leaders more effective in a

global environment

BCL: GAIN VALUE FROM DIVERSITY

Global views and direction applied differently to meet local needs

Hire and develop potentials from regions and constituencies, that they see as future markets

Programs and practices to help employees manage competing demands work-life

DIVERSITY

BCL: SUSTAINABLE WORK FORCE

Changing values new generation

Contribute to society

Energy efficiency

Social responsibility

→ Combine initiatives with development

→ Flexible career paths

→ Purpose driven leadership

RESPONSIBLE PRACTICES

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14

27

35

31

64

73

10

15

15

35

55

90

100

0 10 20 30 40 50 60 70 80 90 100

Higher pay and bonus opportunities

Early long-term incentive opportunities

Fast track promotions

Mentoring programs

International opportunities

Stretch assignments

Per cent of respondents

Top 20

All others

FOCUS IN THE ATTRACTION AND DEVELOPMENT OF FUTURE

LEADERSGlobal top 20 vs all others

Targeted leadership

training and development

The future leaders of organizations are

looking for a job that allows one to live a meaningful life and

have a life

61

84

95 100

32

43

60

92

0

10

20

30

40

50

60

70

80

90

100

Introduced an onboarding program to

help new parentsreturn to theworkplace

It is easy for people towork from home

Leaders are changeagents towards

higher enviromentalstandards

Company pays maleand female

employees the samerate

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Top 20All others

BEST COMPANIES FOR LEADERSHIP CONTINUE TO ADAPT TO EMPLOYEES NEEDS

LEADERSHIP MUST KEEP PACE WITH ORGANIZATIONAL CHANGE

Competencies have been adapted to meet future challenges

Focus on preparing leaders to manage a global, divers workforce

Leadership development is a priority at the highest level in the organisation

Leadership development co-creation between top leaders and professionals

THANK YOU