Download - ETAD chap001
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1Chapter
Introduction toIntroduction toEmployee Training andEmployee Training and
DevelopmentDevelopment
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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%
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Roles of TrainersRoles of Trainers
Strategic Adviser
Systems Design and Developer
Organization Change AgentInstructional Designer
Individual Development and Career Counselor
Coach / Performance ConsultantR esearcher
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Who ProvidesTraining?
Who Is InCharge of
Training?