HRM Case

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Chapter 7: Training, Learning, Talent Management, and Development

The Need for Training and Development

After new employees are hired, they need to learn about the organization and its routine and processes.

There is a relationship between training and job satisfaction.

Effective training and development are investments, not expenses.

Effective training pays for itself through competitive advantage and increased performance.

Training and Development

Training

Teaching employees the skills necessary to perform job duties

Train employees to provide the knowledge, skills, and abilities (KSAs) they need to succeed in their work

Employee Development

Ongoing education to improve knowledge and skills for present and future jobs within the firm

When Is Training Needed?

New Employee Orientation

Introducing new employees to organization and their jobs.

New Job Requirements or Processes

Remediation

Correction of a deficiency or failure in a process or procedure

Employee Development for Advancement

Exhibit 7-1: Training Process

Needs Assessment

Needs Assessment: Analyzes the difference between what is occurring within the job(s) and what is required based on firm’s operations and goals

When Not Done Correctly

Training courses may be poorly designed (e.g., cover wrong info).

Wrong (e.g., not-yet-ready) employees may participate.

Trainers may create programs that are unnecessary or incomplete.

Employee Readiness

Ability

Organizations have to determine whether or not employees feel they are able to participate in the training process.

Do they believe they can do it?

Managers must match abilities to jobs.

Willingness

Are employees willing (motivated) to learn what’s taught in a training program?

Learning

Learning is any relatively permanent change in behavior that occurs as a result of experience or practice.

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

Operant Conditioning and Reinforcement

Skinner’s theory states that behavior is based on the consequences received from behaving in a similar way at an earlier point in time.

If employees act in a particular way and receive a reward, they will likely repeat that behavior.

Exhibit 7-2: Shaping Behavior

Shaping Behavior–Methods

Positive Reinforcement: Provide a reward in return for a constructive action

Negative Reinforcement: Withdrawal of a harmful thing in response to a positive action

Punishment: Application of an adverse consequence or removal of a reward to decrease an unwanted behavior.

Extinction: Lack of response, positive or negative, to avoid reinforcing an undesirable behavior

Strategies for Shaping Behavior

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)

Design and Delivery of Training

Make Choice Based On . . .

Information being transferred

Options available to organization

Best type of training to maximize transfer of knowledge while minimizing cost of training process

MODEL 7-1: JOB INSTRUCTIONAL TRAINING STEPS

On-the-Job Training and Job Instructional Training

On-the-Job Training (OJT)

Done at work site with resources employees use to perform job

Job Instructional Training

Has proven record of success; is a specific type of on-the-job training used worldwide

Classroom Training

Courses include content, instructional methods, lesson plans and instructor materials.

Materials are provided to a qualified instructor who teaches the class.

Very good for consistently transferring general knowledge or theories about a topic to a large number of people.

Effective when using the same equipment that is used on the job.

Distance or E-Learning

Synchronous Distance Learning

Trainees sign into a website where instructors interact with students and teach topics.

Asynchronous Distance Learning

Trainees sign into training site and materials are available for their studies.

Assessing Training

Key Questions To Ask

Has training achieved the shaped behavior identified through the needs assessment?

Did the money spent return a sufficient ROI?

Has job performance improved in a commensurate manner indicative of training dollars spent?

Assessment Methods

The Four Level Evaluation Method measures:

Reaction: How individuals respond to the training process

Learning: Gained knowledge, new skills learned, and changed attitudes toward person’s knowledge or skill set

Behaviors: Trainee’s changed on-the-job behaviors

Results: Improved individual behavioral changes affecting organizational results

Talent Management and Development

Follow the same five steps as the training process

Employee Development

Deals primarily with training workers for future jobs

Careers

Career: The individually perceived sequence of attitudes and behaviors associated with work-related experiences and activities over the span of the person’s life

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 actions and emotions

Psychological: Reveal style of thinking, interaction, management, and leadership

Emotional Intelligence: Reveal how employees identify, understand, and use emotions to promote working relationships

A Model of Career Development Consequences

Individual employees go through a series of career stages as they progress through their work life.

Within each of these stages, the employee has different needs that the organization must meet so the relationship between the two can remain stable.

Exhibit 7-4: Career Stages and the Hierarchy of Needs

Exhibit 7-5: Consequences of Career Planning

Trends and Issues in HRM

The Gamification of Training and Development

Gamification: the process of designing and utilizing video and other game technology to teach the player a business concept.

Outsourcing Employee Training and Development

Outsourcing has become the major topic of interest to organizations of all sizes.