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Chapter
1
Introduction to
Employee
Training and
Development
McGraw-Hill/Irwin
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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 refers to a companys ability
to maintain and gain market share in an industry
McGraw-Hill/Irwin
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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
McGraw-Hill/Irwin
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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
McGraw-Hill/Irwin
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What is training?
Training refers to a planned effort by a
company to facilitate employees learning of jobrelated competencies
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
McGraw-Hill/Irwin
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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
McGraw-Hill/Irwin
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Continuous Learning (1 of 2)
Continuous Learning requires employees to
understand the entire work system including the
relationships among:
their jobs
their work units
the entire company
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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
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Ensuring Employees
Readiness for
Training
Developing an
Evaluation Plan
Ensuring Transfer of
Training
Select Training
Method
Monitoring and
Evaluating the
Program
McGraw-Hill/Irwin
Creating a Learning
Environment
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120 points
90 points
Strategic Planning
85 points
85 points
Process Management
85 points
Business Results
450 points
McGraw-Hill/Irwin
85 points
1,000 points
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3. Marketing
argument
5. Problemsolving
argument
6. System
flexibility
argument
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Investment
Leader
78%
91%
24 hours
57 hours
2%
$734
4%
$1,647
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Investment
Leader
$3.6m
$11.1m
11%
22%
77%
61%
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Roles of Trainers
Strategic Adviser
Systems Design and Developer
Organization Change Agent
Instructional Designer
Individual Development and Career Counselor
Coach / Performance Consultant
Researcher
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Who
Provides
Training?
McGraw-Hill/Irwin
Who Is In
Charge of
Training?
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