CHAPTER 7

Training and Development

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Training (Stephanie, 2005)

A learning process that involves the acquisition of skills, concepts, rules, or attitudes to enhance employee performance.

Training and Development

Training

Effort initiated by an organization to foster learning among its members. Tends to be narrowly focused and oriented toward short-term performance concerns. Effort that is oriented more toward broadening an individuals skills for the future responsibilities.
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Development

Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

Training and Development

Training aims to improve employees current work skills and behavior, whereas development aims to increase abilities in relation to some future position or job.
International Human Resource Management, 4th Edition by Peter J. Dowling and Denice E. Welch
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Definitions of training and development

Remedial skills training Developmental training Orientation training firm specific transferable

Training and Development and Other HRM Functions

Availability of training can aid in recruitment

Recruitment

Provide an additional source of trainees

Training may permit hiring less-qualified applicants

Selection

Effective selection may reduce training needs

Training aids in the achievement of performance

Performance Appraisal

A basis for assessing training needs and results

Training and development may lead to higher pay

Compensation Management

A basis for determining employees rate of pay

Training may include a role for the union

Labor Relations

Union cooperation can facilitate training efforts 6

Why is training and development becoming an increasingly important issue?

Increasing importance of product and service quality (Collin, 2001 and Mabey & Salaman, 1995) Flexibility (Crofts, 1995 & Hyman, 1996) New technology (Hyman, 1996) Downsizing and delayering in lean organisations (Hyman, 1996) Employee commitment (Hyman, 1996 & Holden, 2001) Skills and labour shortages 7

Training Dollars Spent On

Source: Tammy Galvin, The People, Training 38, no. 10 (October 2001): 5864. 8

PERFORMANCE CONSULTING
Human Resource Management 11e Robert L. Mathis AND John H. Jackson

Considerations in the design of training programmes

Major Stages involved in a training programme (Casico, 1998) Determining training needs Organisational analysis Demographic analysis Task/knowledge, skills and attitudes(KSA) analysis Person analysis

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Systematic Training Process

Human Resource Management 11e Robert L. Mathis AND John H. Jackson

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Implementing training

On or off the job? Active versus passive learning The sequencing of learning Individual differences Group versus individually-based training initiatives Transfer to the job situation Evaluating the effectiveness of the training process

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Training Methods for Nonmanagerial Employees

Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

On-the-Job Training (OJT) Apprenticeship Training Cooperative Training, Internships, and Governmental Training Classroom Instruction Programmed Instruction Audiovisual Methods Computer-based Training and E-Learning Simulation

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Training Methods for Nonmanagerial Employees (contd)

On-the-job training (OJT)

Method by which employees are given hands-on experience with instructions from their supervisor or other trainer. System of training in which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work.

Apprenticeship training

Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

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Training Methods for Nonmanagerial Employees (contd)

Cooperative Training

Training program that combines practical onthe-job experience with formal educational classes. Programs jointly sponsored by colleges, universities, and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work organizations.
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Internship Programs

Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

Training Methods for Nonmanagerial Employees (contd)

Vestibule Training

A special type of classroom facility is used to give instruction in the operation of equipment like that found in operating departments The emphasis is on instruction rather than production.
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Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

Training Methods for Nonmanagerial Employees (contd)

Computer-assisted Instruction (CAI)

A system that delivers instructional materials directly through a computer terminal in an interactive format. A system normally employed in conjunction with CAI that uses a computer to generate and score tests and to determine the level of training proficiency.

Computer-managed Instruction (CMI)

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Training Methods for Management Development

On-the-Job Experiences Seminars and Conferences Case Studies Management Games Role Playing Behavior Modeling
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Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

On-the-Job Experiences

Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

Coaching Understudy Assignment Job Rotation Lateral Transfer Special Projects Action Learning Staff Meetings Planned Career Progressions

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Case Studies
The use of case studies is most appropriate when:

Analytic, problem-solving, and critical thinking skills are most important. The KSAs are complex and participants need time to master them. Active participation is desired. The process of learning (questioning, interpreting, and so on) is as important as the content. Team problem solving and interaction are possible. 20

Role Playing

Successful role play requires that instructors:

Ensure that group members are comfortable with each other. Select and prepare the role players by introducing a specific situation. To help participants prepare, ask them to describe potential characters. Realize that volunteers make better role players.
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Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

Behavior Modeling

Behavior Modeling

An approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback. Involves four basic components:

Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell

Learning points Model Practice and role play Feedback and reinforcement

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Some Typical Costs and Benefits of Training

Human Resource Management 11e Robert L. Mathis AND John H. Jackson

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Different levels of training activity in different countries

Internal factors

Poorly educated and mistrustful senior managers Short-term corporate objectives Relative weakness of the personnel function

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Different levels of training activity in different countries

External factors: systems of national Vocational Education and Training (Germany, Singapore..) 1. VET initiatives in UK in the 1990s

Modern apprenticeships Investors in people(IiP)

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Different levels of training activity in different countries

External factors: systems of national vocational education and training 2. Schemes introduced by the New Labour government

Learning And Skills Council University For Industry (Now Renamed UfI) The New Deal Union Learning Representatives 26

International training and development

International Human Resource Management, 4th Edition by Peter J. Dowling and Denice E. Welch

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Expatriate Career Decision Points

International Human Resource Management, 4th Edition by Peter J. Dowling and Denice E. Welch

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