592 Training Mini-Project (Create Handout)
Human Resource Management Gaining a Competitive Advantage
Chapter 7
Training
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, All Rights Reserved.
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Training people to perform their jobs more effectively is an effective strategy for gaining a competitive advantage.
It is imperative to make sure your employees have the knowledge, skills, and abilities to perform.
It helps attract, motivate, and retain good workers.
I. Introduction
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True Scores and the Reliability of Measurements—The concept of reliability is demonstrated by measuring height at different times. Even though height is supposedly a stable characteristic, slightly different results are generated every time height is measured.
Standards for Reliability—Clearly, the more reliable the measure, the more likely decisions can be made on score differences
Training is…
“The systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance in another environment.”
(Goldstein & Ford, 2002, p. 1)
What Is Training?
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Training is…
“A planned effort to facilitate the learning of job-related knowledge, skills, and behavior by employees.”
(Noe et al., 2015, p. 289)
Training can be formal or informal.
What Is Training?
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What Are the Goals of Training?
To improve an individual’s level of self-awareness.
To increase an individual’s skill in one or more areas of expertise.
To increase an individual’s motivation to perform his or her job well.
(Wexley & Latham, 2002, p. 3)
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A firm should view training broadly as a way to create intellectual capital.
Includes basic skills, advanced skills, an understanding of the customer or manufacturing system, and self-motivated creativity.
Firms should adopt a continuous learning philosophy of training.
Formal training and development, informal learning, and knowledge management are key features of continuous learning.
II. Training: Its Role in Continuous Learning and Competitive Advantage
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High-leverage training…
Is linked to strategic business goals and objectives;
Uses an instructional design process to ensure that training is effective;
And compares or benchmarks the company’s training programs against training programs in other companies.
It also encourages continuous learning.
High-Leverage Training Strategy: A Systematic Approach (8th Ed.)
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Training Design Process: A systematic approach for developing training programs.
Instructional System Design (ISD)
Analysis, Design, Development, Implementation, Evaluation (ADDIE) Model
III. Designing Effective Training Activities
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III. Designing Effective Training Activities
Needs Assessment
Organizational Analysis; Person Analysis; Task Analysis
2. Ensuring Employee Readiness for Training
Attitudes and Motivation; Basic Skills
3. Creating a Learning Environment
Learning Objectives; Material; Practice; Feedback; etc.
4. Ensuring Transfer of Training
Self-Management Strategies; Peer and Manager Support
5. Selecting Training Methods
Presentations; Hands-On; Group
6. Evaluating Training Programs
Identify Outcomes and Evaluation Design; Cost-Benefit
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Step 1: Needs Assessment
Analyze whether training is even necessary.
Organizational Analysis
Person Analysis
Task Analysis
Figure out what the root cause of a problem is or if training will be necessary in the future.
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Lecture Script 6-10
Step 1: Needs Assessment
Organizational Analysis
Support of Managers and Peers
Company Strategy
Training Resources
Person Analysis
Employees’ knowledge, skills, abilities, and attitudes.
Task Analysis
(1) Select job; (2) Develop task list with SME; (3) Validate or confirm list; (4) Identify KSAs necessary to perform each task.
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Look for pressure points—Performance problems, new technology, internal or external customer requests for training, job redesign, new legislation, changes in customer preferences, new products, lack of skills, etc.
With respect to needs assessment…
Step 1: Needs Assessment
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Step 2: Ensuring Employees’ Readiness for Training
Attitudes and Motivation to Learn
Self-Efficacy
Understanding the Benefits or Consequences of Training
Awareness of Training Needs, Career Interests, and Goals
Work Environment Characteristics
Basic Skills
Cognitive Ability
Reading Ability
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Step 3: Creating a Learning Environment
Identify learning objectives and training outcomes.
Present meaningful, job-related material.
Allow opportunities for practice.
Provide feedback.
Give opportunities for trainees to observe others.
Make sure the training program has an action plan for administration and coordination.
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Step 4: Ensuring Transfer of Training
Incorporate self-management skills into the training so trainees will know how to set goals and apply what they have learned on the job.
Create a climate for transfer.
Provide manager and peer support.
Provide technological support.
Provide opportunities to use what was learned in training.
Transfer
of
Training
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Step 5: Selecting Training Methods
Presentation Methods
Lecture, classroom instruction, teleconferencing, AV techniques, mobile technologies, etc.
Hands-On Methods
On-the-job training (OJT), apprenticeships, simulations, avatars, virtual reality, business games, case studies, interactive video, e-learning, assessment centers, etc.
Group Methods
Group- or team-building methods; experiential programs, adventure learning, team training, cross-training, action learning, Six Sigma, Kaizen, etc.
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Step 6: Evaluating Training Programs
Training Outcomes
Cognitive; Skill-Based; Affective; Results; Return on Investment (ROI)
Evaluation Designs
Posttest Only; Pretest/Posttest; Posttest Only with Comparison Group; Pretest/Posttest with Comparison Group; Time Series
Determining Return on Investment
Cost-Benefit Analysis
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Why Organization’s Do Not Evaluate Training?
They are afraid of getting bad results.
It is difficult to do it right.
It is expensive to do it right.
They don’t know how to do it right.
They feel it is up to the trainee as to what happens afterwards.
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IV. Advice for Choosing a Training Method
Compare methods.
Evaluate training programs.
Determine the financial benefits of learning (training).
Figure out the ROI—Did the training help improve your organization’s performance and bottom-line results (earnings) or did a particular training effort help another organization in these ways?
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V. Special Training Issues
Cross-Cultural Preparation
Predeparture Phase
On-Site Phase
Repatriation Phase
Managing Workforce Diversity and Inclusion
Adherence to Legislation
Diversity Training Programs
Attitude Awareness and Change Programs
Behavior-Based Programs
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Other Training Issues
The workforce is getting older and more diverse.
Jobs are becoming more complex.
Jobs in the service sector are increasing.
Organizations are downsizing.
Organizations are outsourcing.
More workers are telecommuting.
There is more job hopping.
There are continuously changing political, legal, technological, environmental, etc. factors and climates.
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VI. Onboarding and Socialization
Anticipatory Socialization
Provide an RJP.
Encounter
Provide training, challenging work,
and orientation.
Settling In
Provide performance evaluation and
information on career opportunities.
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VI. Onboarding and Socialization
Compliance
Understand company policies,
rules, and regulations.
Connection
Understand and develop working and
interpersonal relations.
Culture
Understand company history, traditions,
values, norms, and mission.
Clarification
Understand job and
performance expectations.
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Should You Use Training…
When you hire new employees?
When production is low?
When morale is low?
When employees ask for it?
When you have quality issues?
When you see undesired workplace behavior?
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