Training and Development
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lecture_3.docRequired Resources
Text
Read the following chapters in Strategic human resource management: Concepts, controversies, and evidence-based applications :
· Chapter 7: Performance Appraisal: Measurement, Assessment, and Management
· Chapter 8: Training and Development
Article
Killingsworth, J., M.S., & Grosskopf, K. R., PhD. (2013). syNErgy: A case study in workforce curriculum development. Adult Learning, 24(3), 95-103. Retrieved from the ProQuest database.
Website
What’s your learning style? (Links to an external site.)Links to an external site. [Quiz] (2011). Retrieved from http://www.educationplanner.org/students/self-assessments/learning-styles.shtml
Recommended Resources
Multimedia
Davison, J. (2008, November 19). PowerPoint Basics (Links to an external site.)Links to an external site. [Video file]. Retrieved from https://www.youtube.com/watch?v=86nU06SWoWE
Drlindadavis. (2011, November 17). PowerPoint: Basic Slides for Beginners [Video file]. Retrieved from https://www.youtube.com/watch?v=Ua4AR_uylFo
LECTURE
Human Resources Management
Training and Development (T&D) plays a crucial role in most organizations. Employers consider T&D an investment in the employee and the organization. On the other hand, T&D can be costly and, if not utilized correctly, an unwise investment. Part of a well-run HR departments’ job is to ensure the quality and return on investment of T&D.
Watch the following video: Employee Training and Development (Links to an external site.)Links to an external site. .
This week’s focus is on the ongoing training and development of employees. Needs analysis, techniques, purposes, and evaluation are all covered. Additionally, the chapter discusses the importance of new employee orientation and lists some of the important things to cover during that process.
Critical Points: Employers are finding that a lack of ability to handle basic reading, writing, and arithmetic tasks means that there is a very real need for basic skills and literacy training within the organization. Language training is often required as well, and not just for English. Many customers and stakeholders speak a variety of languages, resulting in the need for a multilingual workforce.
Training is a process that provides employees with opportunities to obtain the necessary knowledge, skills, and abilities (KSAs) that enable them to perform their current job-related duties more effectively and responsibly. Employee development, on the other hand, is not necessarily related to the job an employee currently holds, although it can be related to that job. Usually, however, development focuses on the future and prepares employees to take on the duties and responsibilities of other positions. Training creates value through investing in employees who add value to an organization and who constitute its intellectual capital. Training helps organizations leverage knowledge, and it therefore enables them to become more competitive (Youssef-Morgan and Stark, 2014).
Topic Elaboration
1. Strategic Choices
a. The Organization must decide if it wants employees who conform to the organization or who are creative and show innovation. The issue is not if the firm should have any conformity, but rather to what degree does it expect conformity. Conformity reduces uncertainty and variation. However, when there is too much uncertainty and variation, creativity and innovation are stifled. This makes it hard for organizations to come up with new ideas and approaches.
b. Make or buy? Should the organization develop its own human resources (grow its own) or focus on hiring employees who are already developed (buy its own)? Some firms expend a great deal of time, effort, and money to train employees in the company's specific way. IBM and Proctor & Gamble are two examples. Size is a factor in that larger firms can afford to spend money on extensive training. Hiring untrained and inexperienced people lowers wage costs and aids in trainability.
c. Coach or Terminate? Should the organization try to improve poor performers or simply replace them? Several issues must be considered: the probability of improving performance, the cost of improving performance, legal considerations, replacement costs, and top management philosophy.
d. How well does the organization's development strategy match the organization's overall strategy? An organization's strategy and its culture are closely related. Both concepts affect the other.
2. The Training Process
a. Training and Strategy—Training needs flow ideally from the employer’s strategic plans. Research has found that establishing a linkage between learning and organizational performance is the number- one issue facing training professionals. Watch the following video: Training Needs Analysis or TNA (Links to an external site.)Links to an external site. .
b. The Training and Development Process—1) needs analysis, 2) instructional design, 3) validation, 4) implement the program, and 5) evaluation and follow-up. Watch the following video: Employee Training Process (Links to an external site.)Links to an external site. .
3. Current Trends in Training
d. Compliance training has become a norm in most organizations. The goal of compliance training is to evaluate whether employees understand how regulations apply to their jobs. The majority of organizations are using training methods that enhance both learning and transfer of training—such as e-learning, and role playing—to ensure that employees not only understand regulations but can also apply them.
e. AMA Enterprise identifies the following trends that will have an impact on the industry in 2013:
· Transparency- organizations are being pressured to be more open about internal practices and policies.
· Demand for basic skills training- “a renewed demand for training programs designed to build communications skills, critical thinking, collaboration and creativity, all of which are needed to improve employee productivity” (SHRM Online Staff, 2012).
· Training as a method to increase loyalty- with high attrition and job jumping being prevalent, companies will use training as a method to build relationships with high-performing employees.
· Mobility of learning- not only continued e-learning, but also learning on mobile devices will increase.
· Globalization- leadership training initiatives will be focused on the global marketplace (SHRM Online Staff, 2012).
Forbes School of Business Faculty
References:
Champions at Work. (2009). Employee training and development (Links to an external site.)Links to an external site. [Video file]. Retrieved from https://www.youtube.com/watch?v=2rSgyp7Fdyc
CommLab India. (2011). Employee training process (Links to an external site.)Links to an external site. [Video file]. Retrieved from https://www.youtube.com/watch?v=p1jmpMHgOPg
SHRM Online Staff. (2012, December). Seven trends expected to influence training in 2013. Society for Human Resource Management. Retrieved from http://www.shrm.org/hrdisciplines/orgempdev/articles/pages/training-in-2013.aspx
Tobling, H. (2013). Training needs analysis or TNA (Links to an external site.)Links to an external site. [Video file]. Retrieved from https://www.youtube.com/watch?v=X3cSAjHDeag
Youssef-Morgan, C. M., & Stark, E. (2014). Strategic human resource management: Concepts, controversies, and evidence-based applications. San Diego, CA: Bridgepoint Education, Inc.
