Development 1-2 Training - a planned effort by a company to facilitate employees learning of job-related competencies. Competencies include knowledge, skills or behavior critical for successful job performance. The goal of training is for employees to master the competencies and apply them to their day-to-day activities. Training 1-3 Training (cont.) To use training to gain a competitive advantage, a company should view training broadly as a way to create intellectual capital.
Intellectual capital includes basic skills advanced skills an understanding of the customer or manufacturing system, and self-motivated creativity. 1-4 Training is a continuous process and is required in every field Continuous learning - requires employees to understand the entire work system, including the relationships among their jobs, their work units, and the company. Training is a tool linked to improved business performance, departmental as well as employee performance.
Training (cont.) 1-5 Managers take an active role: in identifying training needs helping to ensure that employees use training in their work Facilitating the sharing of knowledge, by using informational maps.
Training (cont.) 1-6 Today, training is being evaluated on how training addresses business needs related to learning, behavior change, and performance improvement. Training, a part of Performance management initiates when AOP < EOP Performance improvement as an ongoing process than a one-time training event. An opportunity for learning and performing better Learning & performance betterment is linked to the effectiveness of training
Training & Performance Management 1-7 Business and organizations are open systems HR is the sub unit of organizations Training is a sub system of HR unit Depends on inputs, effective processing and out puts.
Training System and Processes Input Process Output 1-8 Training System and Processes Input for training: Employee needs, budgets, staff, equipment. Process of Training Output of Training: Knowledge, skills, attitudes, performance improvement
The whole process is expected to be rational, logical and strategic.
1-9 Designing Effective Training Training design process A systematic approach for developing training programs. Is sometimes referred to as the ADDIE model because it includes analysis, design, development, implementation, and evaluation. Should be systematic yet flexible enough to adapt to business needs. 1-10 Training Design Process 1. Needs assessment and analysis. 2. Training program design. 3. Training program development. 4. Implementation and delivery of training. 5. Training evaluation.
1-11 Training Processes model
Outcome Evaluation Data Needs Analysis Phase Input Process Output Design Phase Input Process Output Development Phase Input Process Output Implementation Phase Input Process Output Evaluation Phase Input Process Output Process Evaluation Data Triggering Event 1-12 Designing Effective Training Training design is effective only if it helps employees reach their training objectives.
Measurable learning objectives should be identified before the training program begins.
Evaluation plays an important part in planning and choosing a training method, monitoring the training program, and suggesting changes to the training design process. 1-13 Aligning Training with Business strategy A plan that integrates the companys goals, policies, and actions
The strategy influences how the company uses: physical capital (plants, technology, and equipment) financial capital (assets and cash reserves) human capital (employees) The business strategy helps direct the companys activities to reach specific goals
1-14 Aligning Training with Business strategy linked to business and organization goals.
Long term
Employees are trained in the knowledge, skills and abilities required to achieve that future.
1-15 Aligning Training with Business strategy
External Environment COMPETITIVE STRATEGY HUMAN RESOURCE STRATEGY
HRD Strategy Competition Economic Conditions Labor Market Employee KSAs Labor Relations Corporate Culture Core Technology Organizations internal Environment Legal Environment 1-16 Human Resource Development Involves learning that goes beyond today's job more long- term focus Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future. Training and development are distinct, but related . Training is a set of activities, whereas development is the desired outcome of those activities.
1-17 Aligning HR and HRD strategy The HR function must support and enhance the organizations corporate strategy. All HR functions have direct impact on organizational effectiveness. HR contribute to the development of organizations competitive strategy and acts as a continuous support function by developing the Human resource. HRD unit assess employee strengths and weaknesses related to the adopted competitive strategy.
1-18 Organizational Characteristics that Influence Training design Roles of Employees and Managers Top Management Support Integration of Business Units Global Presence Business Conditions Other HRM Practices (Staffing and Human resource planning) Extent of Unionization Staff Involvement in Training and Development
1-19 Marketing the training function Involve the target audience in developing the training or learning effort
Demonstrate how a training and development program can be used to solve specific needs
Showcase an example of how training has been used within the company to solve specific business needs
1-20 Marketing the training function Identify a champion who actively supports training
Listen and act on feedback received from clients, managers, and employees
Advertise on e-mail, on company websites, in employee break areas
Designate someone in the training function as a representative between the training designer and internal customer.