Chapters 7-9

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Human Resource Management: Functions, Applications, Skill

Development by Robert N. Lussier and John R. HendonChapter 7

Training, Learning, Talent Management and

Development

Training and Employee Development

Training is the process of teaching employees the skills necessary to perform a job.

� Organizations train employees to provide them with the knowledge, skills and abilities (KSAs) that they will need in order to succeed in their work for the organization.

Employee development is ongoing education to improve knowledge and skills for present and future jobs within the firm.

Training, Learning, Talent Management and

Development

Training and Competencies

The type of training offered is based on the competencies employees need to have in order to perform their jobs successfully.

�Competency models – identify the knowledge, skills, and abilities (KSA) needed in order to perform a particular job in the organization and the types of training a new employee or one who changes jobs will need.

Training, Learning, Talent Management and

Development

When is Training Needed?

New employee orientation – the process of

introducing new employees to the organization and

their jobs.

For new job requirements or processes.

Remediation - the correction of a deficiency or failure

in a process or procedure.

Employee development for advancement.

Training, Learning, Talent Management and

Development

Steps in

the

Training

Process

Training, Learning, Talent Management and

Development

Needs Assessment Is the process of analyzing the difference between what is currently occurring within the job(s) and what is required – now or later – based on the firm’s operations and strategic goals.

When not done correctly:

� A training course may be poorly designed (e.g., cover the wrong information).

� The wrong (e.g., not-yet-ready) employees may participate.

� Trainers may create programs that are unnecessary or incomplete.

Training, Learning, Talent Management and

Development

Challenges to the Training Process Unprepared workforce – many people being hired are ill-prepared in educational basics.

Return on Investment/Cost Justification – training is time consuming and expensive.

Resistance to change and employee insecurity.

Strategic congruence – justifying the training by ensuring that it furthers the strategic goals of the organization.

Scheduling – timing training to minimize problems.

Training, Learning, Talent Management and

Development

Challenges to the Training Process (continued)

Employee Readiness

� Ability – do employees feel they are able to participate in the training process?

� Self-efficacy – do the employees believe they have the capability to do something or attain a particular goal?

� Willingness –are the employees willing (motivated) to learn what's being taught in a training program?

Training, Learning, Talent Management and

Development

Learning

Trainers must understand how people learn so they can shape or change employee behavior effectively.

Learning is a response that results in a change in the way someone acts.

� Classical Conditioning – stimulus-response; results in direct, involuntary, learned behaviors.

� Operant Conditioning – learning is a result of desiring rewards and avoiding punishment; direct, voluntary learned behavior.

� Social (Vicarious) Learning – watching the actions of another person and consequences of their actions; indirect, voluntary learned behavior.

Training, Learning, Talent Management and

Development

Shaping

Behavior

Training, Learning, Talent Management and

Development

Shaping Behavior – Methods

Positive reinforcement – provide a reward in return for a constructive action.

Negative reinforcement – the withdrawal of a harmful thing in response to a positive action.

Punishment – the application of an adverse consequence or removal of a reward, in order to decrease an unwanted behavior.

Extinction – the lack of response, positive or negative, in order to avoid reinforcing an undesirable behavior.

Training, Learning, Talent Management and

Development

Shaping (Changing) Behavior – Strategies

�Increasing targeted behavior – use positive or

negative reinforcement (Option A or D in Exhibit

7-2).

�Decreasing targeted behavior – use

punishment (in either of its forms) or extinction

(B, C, or E in Exhibit 7-2).

Training, Learning, Talent Management and

Development

Learning Styles Fleming learning styles

�Visual – individuals prefer to have material provided in a visual format such as graphs and charts.

�Auditory – individuals prefer to learn information based on hearing that information.

�Tactile – individuals prefer to physically perform a task in order to learn.

Kolb learning styles – include how people experience things and act on the environment.

Training, Learning, Talent Management and

Development

Training, Learning, Talent Management and

Development

Training, Learning, Talent Management and

Development

Training, Learning, Talent Management and

Development

Delivery of Training

The choice depends to some extent on:

� What information is being transferred.

� The options that are available to the organization.

� The best type of training to use in order to maximize

transfer of knowledge while minimizing the cost of

the training process.

Training, Learning, Talent Management and

Development

On-The-Job Training (OJT)

Is done at the work site with the resources the employee uses to perform the job.

Job Instructional Training – is a very successful OJT four-step model:

1. Preparation of the trainee.

2. Presentation of the task by the trainer.

3. Performance of the task by the trainee.

4. Follow-up.

Training, Learning, Talent Management and

Development

On-The-Job Training Advantages � Most people learn best by doing + explanations.

� Training can be immediately transferred to the job.

� Training occurs on the actual job site and includes all incidental factors associated with the job.

� The training environment is interactive, with feedback from the trainer.

� The trainer is typically highly competent in doing the job.

� The instructor can customize the training to the trainees needs.

Training, Learning, Talent Management and

Development

On-The-Job Training Disadvantages

� One-to-one training is expensive.

� Trainers may not know how to teach, may be unmotivated or unable to transfer their knowledge, or may transfer their own bad habits.

� The training may be inconsistent unless trainers follow a standardized training plan.

� If the equipment is expensive, it may be dangerous to have the trainee operate and potentially harm it since they are not yet skilled operators.

� Often disrupts the work environment.

Training, Learning, Talent Management and

Development

Classroom Training Advantages � Provides consistent knowledge or information to a

fairly large number of people about a general topic.

� Many students can be trained at the same time.

� Information provided to trainees is typically more consistent than OJT.

� Instructors are usually professional trainers.

� Less expensive than OJT due because it's one-to- many training.

� Question and answer sessions are somewhat interactive.

� Does not disrupt the actual work environment.

Training, Learning, Talent Management and

Development

Classroom Training Disadvantages

�Often a passive environment, where the

learner absorbs the information provided.

�Pace of the training may be too fast for some

students and too slow for others, causing

anxiety or boredom.

�It is more difficult to cater to different learning

styles in a classroom setting than by using OJT.

Training, Learning, Talent Management and

Development

Distance or E-Learning

Synchronous distance learning – all trainees sign

in to a particular website where the instructor

interacts with the students and teaches the

topics for the day.

Asynchronous distance learning – trainees can

and materials are available for their studies.

Training, Learning, Talent Management and

Development

Distance or E-Learning Advantages � Training may be available 24/7/365.

� Students can learn at their own pace.

� No need for a physical classroom, or for an instructor to be available at a particular point in time.

� No time lost due to commuting.

� Providing multiple media can enhance the learning process by matching up trainees with different learning styles.

� Reasonably low cost method to train over time.

� Does not disrupt the actual work environment.

Training, Learning, Talent Management and

Development

Distance or E-Learning Disadvantages � Trainees require self discipline.

� Trainer may not respond directly to student needs and questions.

� Often lacks immediate feedback on trainee success/failure.

� High initial start-up costs due to the need to create voluminous online materials.

� Student dishonesty is more difficult to identify, and testing usually has to be open book.

� Lack of social interaction can inhibit learning in some fields.

Training, Learning, Talent Management and

Development

Simulations Advantages

� Low risk method of training individuals on how to react to a complex situation.

� Realism allows convincing emulation of actual physical situations.

� Allows students to try out experimental solutions to a problem; if the solution fails, the simulation can be reset.

� Results of students’ actions can be analyzed post hoc to determine whether are not different actions may have been more successful.

� Does not disrupt the actual work environment.

Training, Learning, Talent Management and

Development

Simulations Disadvantages

� Can become ‘a video game’ and not be taken seriously.

� Systems may be very expensive to create and/or maintain.

� Complex computer-based simulations may require a very powerful and expensive processor in order to run the application.

� Some processes cannot be simulated successfully due to a lack of knowledge of the details of the process.

Training, Learning, Talent Management and

Development

Assessing Training

To evaluate whether or not the training achieved

the shaped behavior identified through the

needs assessment.

Training, Learning, Talent Management and

Development

Assessment Methods

Four-Level Evaluation Method – measures:

Reaction – how the individual responds to the actual training process.

Learning – what knowledge was gained, whether new skills have been learned, and whether attitudes towards the person’s knowledge or skill set have changed.

Behaviors – whether the trainee’s on-the-job behaviors changed.

Results – whether individual behavioral changes have improved organizational results.

Training, Learning, Talent Management and

Development

Talent Management and Development

Development programs follow the same five steps in the training process.

Career Development – firms make career paths and career counseling available so employees:

� Can achieve personal goals over the course of their career.

� Are more motivated, which can lead to improved productivity and job satisfaction, and lower absenteeism and turnover.

Training, Learning, Talent Management and

Development

Common Methods of Employee Development

Formal Education – courses and degree programs.

Experience – job-related experiences, e.g., job rotation.

Employee assessments – reveal how employees think, interact with others, and manage their own actions and emotions.

Psychological assessments – reveal the employee’s style of thinking, interacting with others, management and leadership.

Emotional intelligence assessments – reveal how employees identify, understand and use their emotions and others’ to promote working relationships.

Training, Learning, Talent Management and

Development

Training, Learning, Talent Management and

Development