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11-IRE347-TrainingPrograms.pdf

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IRE347 TRAINING & DEVELOPMENT Anny Fong M.Eng, MBA, LL.M, PMP

Aug 10, 2022

Agenda

¨ Questions from exit cards ¨ Recap from previous lecture ¨ Training Programs ¨ Management/Leadership Training ¨ A look into the (near) future ¨ Group work

Questions from exit cards

¨ TBD

Quick recap of previous class ¨ A key trade-off in training evaluation is the balance

between informational needs and difficulty/cost of obtaining information

¨ Results from training evaluation could inform how to improve training, who it would best benefit, illustrate benefits, determine if goals of training were met, and can justify the value of training

¨ There are practical and political barriers to training evaluation

¨ Models of training evaluation ¨ Methods of data collection ¨ Cost benefit analysis

¤ Types of costs ¤ Types of benefits ¤ Different ways to represent benefits

First impressions of Training Programs

¨ Kahoot!

¨ To participate, join at ¤ www.kahoot.it or Kahoot! App ¤ Enter the game PIN when it’s time

https://create.kahoot.it/details/e5f99def-e95c-4f8e-a9b2-f32047882154

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Types of Training Programs 6

Orientation

Essential skills

Technical Skills

Team training

Diversity training

Harassment training

Health and wellness

… and more! Image source: TheNounProject: cog by Made x Made, diversity by Nithinian Tatah, protect by Gregor Cresnar, Navigation by Sanditresna, essentials by Juicy Fish, collaboration by Eco Purnomo, Health by Evan MacDonald

Training Content in Canadian Organizations 7

Orientation Training 8

W ha

t i s

it?

•Introduce EEs to their job •Who they will

be working with •How the

organization works

W hy

d o

w e

c a

re ? •Socialize new

employees •Set expectations

Be ne

fit s •Shape

corporate culture

•Reduce turnover •Increase speed

to proficiency •Improve

organizational performance

•Higher customer service performance

Image source: TheNounProject: Question by Adrien Coquet, Star by Adrien Coquet, thumbs up by Nick Holroyd, Navigation by Sanditresna

Essential Skills Training 9

W ha

t i s

it?

•Essential skills required for work, learning, life W

hy d

o w

e c

a re

? •These skills are required for most occupations and one’s daily life

Be ne

fit s •Improvements in

productivity, efficiency, and quality

•Decrease absenteeism and workers’ compensation claims

•Improve communication and morale

Image source: TheNounProject: Question by Adrien Coquet, Star by Adrien Coquet, thumbs up by Nick Holroyd, essentials by Juicy Fish

Essential Skills 10

Reading text

Document use

Numeracy

Writing

Oral communication

Working with others

Continuous learning

The Government of Canada and other agencies identified 9 essential skills:

Technical Skills Training 11

W ha

t i s

it? • Specific job-related skills

W hy

d o

w e

c a

re ? • EE’s need to

know how to operate machinery safely

• EE’s need to know specific technology to do their job

• Continued updates in technology

Be ne

fit s • Improve

productivity and quality

• Reduce injuries

Image source: TheNounProject: Question by Adrien Coquet, Star by Adrien Coquet, thumbs up by Nick Holroyd, cog by Made x Made

Team Training 12

W ha

t i s

it?

•Designed to improve functioning and effectiveness of team •Task-work skills •Teamwork skills

W hy

d o

w e

c a

re ? •EE’s need to

work together effectively

•Time and direction can be lost with ineffective communication

Be ne

fit s •Increase

productivity •Leverage talent •Increase

engagement •Reduce

escalations

Image source: TheNounProject: Question by Adrien Coquet, Star by Adrien Coquet, thumbs up by Nick Holroyd, cp;;abpratopm by Ecp Purnoma

Diversity Training 13

W ha

t i s

it?

•Focus on differences in values, attitudes, and behaviours of individuals with different backgrounds

•Can branch off into cross- cultural training in some cases

W hy

d o

w e

c a

re ? •Diversity is a

source of strength

•We need to understand and be aware of cultural diversity

•We need to reduce biases and stereotypes

Be ne

fit s •Improve

interactions within organization and with customers

•Foster a sense of belonging

Image source: TheNounProject: Question by Adrien Coquet, Star by Adrien Coquet, thumbs up by Nick Holroyd, diversity by Nithinian Tatah

Harassment Training 14

W ha

t i s

it? • Educate EE’s about sexual and racial harassment

• Educate EE’s about policies related to harassment

W hy

d o

w e

c a

re ? • Orgs have a responsibility to create a work environment that is free of sexual and racial harassment

Be ne

fit s • Provide a

safe working environment for EE’s

• Manage reputational risk

Image source: TheNounProject: Question by Adrien Coquet, Star by Adrien Coquet, thumbs up by Nick Holroyd, protect by Gregor Cresnar

Health and Wellness Training 15

W ha

t i s

it?

•Educate EE’s on how to improve their lifestyle and how to take care of themselves •Nutrition •Financial

literacy •Etc.

•Can branch into mental wellness

W hy

d o

w e

c a

re ? •EE’s are

valuable resources

•Need to enable EE’s to be able to bring their best

Be ne

fit s •Increased

productivity •Increased

engagement

Image source: TheNounProject: Question by Adrien Coquet, Star by Adrien Coquet, thumbs up by Nick Holroyd, Health by Evan MacDonald

Management/Leadership Development 16

¨ Different from EE training because ¤ Focuses on “people skills” ¤ Relies heavily on experiential techniques ¤ Management behaviours are highly

influenced by the manager’s personality and preferences

¤ Management development is longitudal and gradual

¤ Incompetent managers can have catastrophic effects

Management vs. Leadership

Managers

• Upholds status quo • Reactive • Promotes stability • Implements vision and

strategy provided • Coordinates staff • Handles day-to-day

Leaders

• Takes new approaches to problems

• Proactive • Press for change • Establish direction by

developing a vision for the future

• Inspires workers to overcome hurdles

Core Managerial Roles 18

¨ Mintzberg (1973) discovered complex set of roles played by managers

Interpersonal roles

Figurehead

Leadership

Liaison

Informational roles

Monitor

Disseminator

Spokesperson

Decisional roles

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Key Leadership Success Factors 19

¨ Kouzes and Posner (2000)

Role modelling

Inspiring a shared vision

Challenging the status

quo

Encouraging others to do

the same

Recognizing the

contributions of others

Be a Leader or Be a Manager? 20

¨ Leadership is a function of all management

¨ Leadership does not replace good management

¨ Good leaders are also good managers ¨ Managers need to demonstrate

leadership ¤ Responsible for attaining goals ¤ Responsible to keep EE’s committed to goals

Commonalities in Management Skill Development

¨ Most models of management skill development share 4 basic commonalities:

Initial skills assessment

Skill acquisition

Skill practice

Skill application on the job

• Project management

• Change management

• Specific technology

• Financial planning

• Presentation skills

Content of Management Development Programs

Conceptual

TechnicalInterpersonal

• Problem-solving • Decision-making • Planning • Performance

management • Goal setting

• Emotional intelligence

• Conflict management

• Stress management

• Communication

Methods of Management Development 23

¨ Direct experience is the main vehicle for managerial and leadership development

Management education programs

• Often conducted by colleges/universities

• Target principles and techniques required to control, organize, plan, and lead effectively

Management training programs

• Activities and experiences to develop specific skills

• Could be workshops, seminars, outdoor wilderness training, etc.

On-the-job management development

• Observational coaching

• Job rotation • Mentoring • Leading different

types of teams and EE’s

What does the research say? 24

¨ Is management development effective? ¤ ”Modestly” effective – Burke and Day ¤ Major impact on learning, modest impact on

expertise and organizational outcomes – Collins and Holton

¤ In general, trainees and their supervisors tended to report reasonably high levels of transfer – Taylor, Russ-Eft, Taylor

¨ Basically, there are conflicting views

Where’s the gap? 25

¨ Trainees learn, but do not always produce noticeable behaviour changes

¨ Organizational situations can prevent transfer of training in organizations

¨ Unclear organizational priorities and strategies ¨ Lack of commitment to change by upper

management ¨ Inability to identify and nurture talented

individuals ¨ A reluctance to allow honest discussions of

current state problems and obstacles of skill transfer

The Bottom Line on Management Development

¨ Effective training programs are built on thorough needs analysis

¨ During training, there needs to be opportunity to practice learned skills

¨ There must be support and opportunity to transfer the skills after training

¨ Senior management needs to be directly involved with the development of leadership

”Market Research Inc” – Case Discussion

Breakout Discussion 1. What key knowledge and skills would Mary

need to develop if she accepts the promotion?

2. What methods can be used to train Mary? 3. What organizational levers/support would

need to be place in order to set Mary up for success?

4. What are some unintended consequences/situations that Mary may face after she becomes the manager?

Summary 28

¨ There are different types of training programs in organizations, each serving a different purpose

¨ Differences and similarities between managers and leaders

¨ Differences and similarities in management development vs. employee training

¨ Commonalities in management skill development

¨ Common topics in management training ¨ Organizational support in management

training

Exit cards! 29

¨ Before you leave today, please fill in the exit card ¤ Instead of an ‘attendance’ sign in ¤ Opportunity to reflect on today’s class

¨ Quercus > Quizzes > Exit Card – Class 11

Looking Forward

Aug 15 • Review

Aug 17, 2pm EDT • Final

assessment released

Aug 19, 2pm EDT • Final

assessment due

Image sources: The Noun Project: Crystal ball by Sumit Saengthong, collection by Markus, books by Jakub Čaja, exam by Saeful Muslim, Shooting Star by IconMark