Vous êtes sur la page 1sur 37

C h a p t e r

1
McGraw-Hill/Irwin

Introduction to Employee Training and Development

2008 The McGraw-Hill Companies, All Rights Reserved

Introduction (1 of 3)
Boston Pizza International, Bowaters Coated and Specialty Paper Division, Americredit, and Home Depot illustrate how training can contribute to companies competitiveness Competitiveness a companys ability to maintain and gain market share in an industry
1-2

Introduction (2 of 3)
Although they are in different types of businesses, they each have training practices that have helped them gain a competitive advantage in their markets Issues affecting companies and influencing training practices:
customer service employee retention and growth doing more with less quality and productivity
1-3

Introduction (3 of 3)
The training practices have helped Boston Pizza International, Bowaters Coated and Specialty Paper Division, Americredit, and Home Depot:
grow the business, and improve customer service, by providing employees with the knowledge and skills they need to be successful
1-4

Human Resource Management


Policies, practices, and systems that influence employees:
behavior attitudes performance

HRM practices play a key role in attracting, motivating, rewarding, and retaining employees

1-5

What is Training?
Training a planned effort by a company to facilitate employees learning of jobrelated competencies
Competencies knowledge, skills or behavior critical for successful job performance

The goal of training is for employees to:


master the knowledge, skill, and behaviors emphasized in training programs, and apply them to their day-to-day activities
1-6

High-Leverage Training
Linked to strategic goals and objectives Uses an instructional design process to ensure that training is effective Compares or benchmarks the companys training programs against training programs in other companies Creates working conditions that encourage continuous learning
1-7

Continuous Learning (1 of 2)
Requires employees to understand the entire work system including the relationships among:
their jobs their work units the entire company

1-8

Continuous Learning (2 of 2)
Employees are expected to:
acquire new skills and knowledge apply them on the job share this information with other employees

Managers take an active role:


in identifying training needs helping to ensure that employees use training in their work
1-9

Training and Performance


Emphasis on high-leverage training has been accompanied by a movement to link training to performance improvement Training is used to improve employee performance This leads to improved business results
1-10

Training and Performance: Todays Emphasis (1 of 2)


Providing educational opportunities for all employees An on-going process of performance improvement that is directly measurable
not one-time training events

The need to demonstrate the benefits of training


to executives, managers, and trainees
1-11

Training and Performance: Todays Emphasis (2 of 2)


Learning as a lifelong event
senior management, training managers, and employees have ownership

Training used to help attain strategic business objectives


helps companies gain a competitive advantage
1-12

Training Design Process

1-13

Instructional System Design (ISD)


Refers to a process for designing and developing training programs There is not one universally accepted ISD model ISD process should be:
systematic flexible enough to adapt to business needs
1-14

Assumptions of ISD Approaches


(1 of 2)

Training design is effective only if it helps employees reach instructional or training goals and objectives Measurable learning objectives should be identified before training

1-15

Assumptions of ISD Approaches


(2 of 2)

Evaluation plays an important part in:


planning and choosing a training method monitoring the training program suggesting changes to the training design process

1-16

Forces Influencing the Workplace and Training: (1 of 2)


Globalization offshoring Need for leadership Increased value placed on intangible assets and human capital focus on link to business strategy

Attracting and retaining talent


Customer service and quality emphasis
1-17

Forces Influencing the Workplace and Training: (2 of 2)

Changing demographics and diversity of the work force New technology

High-performance models of work systems


Economic changes

1-18

Intangible Assets
Cannot be touched and are nonmonetary, however equally as valuable as financial and physical assets. They include:
human capital customer capital social capital intellectual capital

1-19

Increasing Intangible Assets


Increase human capital by focusing on attracting, developing, and retaining knowledge workers A management style of developing and empowering employees Capability to adapt to change
Learning organization embraces a culture of lifelong learning, enabling all employees to continually acquire and share knowledge
1-20

Focus on Link to Business Strategy


Design and development of learning activities that helps companies:
successfully implement strategy reach business goals

Leadership and management development training programs:


classroom instruction e-learning
1-21

Core Values of Total Quality Management (TQM) (1 of 2)


Methods and processes are designed to meet the needs of internal and external customers Every employee in the company receives training in quality Quality is designed into a product or service so that errors are prevented from occurring, rather than being detected and corrected
1-22

Core Values of TQM (2 of 2)


The company promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs Managers measure progress with feedback based on data

1-23

Categories and Point Values for the Malcolm Baldrige National Quality Award Examination
Leadership Measurement Analysis and Knowledge Management Strategic Planning 120 points 90 points 85 points

Human Resource Focus


Process Management Business Results

85 points
85 points 450 points

Customer and Market Focus


Total Points

85 points
1,000 points
1-24

ISO 9000:2000 quality standards


The ISO 9000:2000 standards were developed by the International Organization for Standardization (ISO) in Geneva, Switzerland ISO 9000 is the name of a family of standards
ISO 9001 ISO 9004
1-25

Six Sigma process


The six sigma process refers to:
measuring processes analyzing processes improving processes controlling processes

1-26

Comparison of the Age of the 2004 and 2014 Labor Force

1-27

Skills Needed to Manage a Diverse Work Force: (1 of 2)


Communicating effectively with employees from a wide variety of backgrounds Coaching, training and developing employees of different ages, educational backgrounds, ethnicities, physical abilities, and races
1-28

Skills Needed to Manage a Diverse Work Force: (2 of 2)


Providing performance feedback that is free of values and stereotypes based on gender, ethnicity, or physical handicap Creating a work environment that allows employees of all backgrounds to be creative and innovative

1-29

How Managing Cultural Diversity Can


Provide Competitive Advantage

1. Cost argument

2. Resourceacquisition argument
4. Creativity argument

3. Marketing argument

5. Problemsolving argument

6. System flexibility argument


1-30

New Technology
Internet has created a new business model:
e-commerce

Advantages of technology:
reduced travel costs greater accessibility to training consistent delivery ability to access experts share learning creating a learning environment greater use of a contingent work force
1-31

High-Performance Models of Work Systems


Work teams involve employees with various skills who interact to assemble a product or provide a service Cross training training employees in a wide range of skills so they can fill any of the roles needed to be performed on the team

Virtual teams separated teams relying almost exclusively on technology to interact and complete their projects
1-32

Use of New Technology and Work Design Needs to be Supported by Specific HRM Practices (1 of 2)

Employees choose or select new employees or team members Employees receive formal performance feedback and are involved in the performance improvement process Ongoing training is emphasized and rewarded Rewards and compensation are linked to company performance
1-33

Use of New Technology and Work Design Needs to be Supported by Specific HRM Practices: (2 of 2)

Equipment and work processes encourage maximum flexibility and interaction between employees Employees participate in planning changes in equipment, layout, and work methods Employees understand how their jobs contribute to the finished product or service

1-34

Questions and Answers about Training Practices

1-35

Percentage of Companies Providing Different Types of Training

1-36

The 2004 ASTD Competency Model

1-37

Vous aimerez peut-être aussi