Essay

MHR 6551, Training and Development 1

Course Learning Outcomes for Unit I Upon completion of this unit, students should be able to:

1. Formulate different developmental approaches to training, including competency models and case- based decision making. 1.1 Explain organizational learning techniques.

10. Describe training issues for global organizations.

Reading Assignment Before completing your required reading assignment, watch the video that will briefly introduce some of the readings and unit concepts: The best method to locate some of the readings is to perform a title search by enclosing the title of the article in quotation marks and excluding terminal punctuation marks, specifically question marks.

 Click here to access the Unit I Video.

 Click here to access the Unit I Script. In order to access the following resources, click the links below: Arneson, J., Rothwell, W., & Naughton, J. (2013). Training and development competencies: Redefined to

create competitive advantage. T+D, 67(1), 42-47. Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA315786015&asid=cdac7e3e78a8dab3b16d3fd15caf3747

Dalton, M. (1997). Are competency models a waste? Training & Development, 51(10), 46. Retrived from

http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA20057487&asid=0aab476f0add5b0d07834d5282401422

Dubois, D., & Rothwell, W. (2004). Competency-based or a traditional approach to training? A new look at

ISD models and an answer to the question, What's the best approach? T+D, 58(4), 46-51. Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA119115834&asid=7707a524d01851df87de9a83834302e6

Frank Jaquez. (2014). TD, 68(8), 14. Retrieved from

http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA380746728&asid=b2a0297c4ed9b3cc47e4108fd42da9d0

Steckler, S. (2014). Global talent management for the 21st century, a conversation with Peter Cappelli and

Ram Charan. People & Strategy, 37(3), 48-51. Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA387060500&asid=00b237d193305f0f1bd383de49b385fc

Yeomans, W. N. (1989). Building competitiveness through HRD renewal. Training & Development, 43(10), 77.

Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA7789164&asid=e7ced94d37added31d7128e01e2a910b

UNIT I STUDY GUIDE

Learning and Development in Today’s Workplace

MHR 6551, Training and Development 2

UNIT x STUDY GUIDE

Title

Yeung, A., Sullivan, J., Woolcock, P., & Sullivan, J. (1996). Identifying and developing HR competencies for the future: Keys to sustaining the transformation of HR functions. Human Resource Planning, 19(4), 48-50. Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/i.do?p=AONE&sw=w&u=oran9510 8&v=2.1&it=r&id=GALE%7CA19226530&asid=314a2658ba92743d8d56ba4c7edce1cf

Unit Lesson Organizations today are faced with many challenges in their workforce. In the last few years, organizations have been through massive layoffs, a great recession, demographic shifts in the workforce, and a market that is now more global. Today, and for the future, it is important to link learning and development to that global strategy. The financial crisis of 2008 taught the global organization many lessons. One lesson is how our world is so interconnected. Consider the “butterfly effect.” A butterfly flaps its wings in Shanghai, China, and the “wind” of change is felt in America. For example, the world’s oil supply is so fragile that any minor event in the oil supply chain can impact the global economy. Almost every business and organization is affected by the changes to the global environment, and these changes could mean that human resource management (HRM) needs to be involved at an international level. There are a variety of factors impacting international human resource development, including culture and the economic and political environment. As business becomes ever more global, it is necessary for the human resource professional to be able to meet new strategic challenges. In this unit, you will examine the concept of creating value with employees through human resource development (HRD) rather than merely measuring the value of employees. This new paradigm provides a strategic framework for improving talent decisions and increasing the value of HRD professionals to an organization. This knowledge will enable the HRD professionals of the future to create and sustain a human capital advantage for their organization and industry. Training and development professionals seek ways to provide a return on the organization's human capital management investment, but in our era of globalization, there are many dimensions that create challenges for the HRD function. Just a hundred years ago, there were many nations that traded in gold and silver. They sailed ships for commerce with journeys that took weeks and months. We are now in a high-frequency money market that makes transactions in nanoseconds. Business communication has taken on a life of its own. Today, the successful employee must communicate nonstop and around the clock. Working after hours and weekends has become a norm. Mobile phones and other mobile devices mean today’s global employee can work from anywhere, at any time. HRD professionals must take on a global mindset in their training and development framework.

MHR 6551, Training and Development 3

UNIT x STUDY GUIDE

Title

Organizations are impacted by large and small crises, but the global impact is measured by the degree the “local event” has on the global organization. Worldwide recessions can be triggered by the collapse of a single bank, or a tsunami in Asia can cause global supply chain issues. A political crisis in Europe with global mitigation of refugees from war-torn countries in the Middle East will cause major changes in the demand for global goods and services. The difference in globalization today is in the speed and acceleration of employee interconnectedness. As an example, think of rural villages in developing countries having cell phones and participating in a global real-time exchange of information before they receive telephone landlines. Globalization should be understood as more than an economic or political phenomenon because it starts out as trading in goods and services (or the politics of global migration and immigration), but it eventually becomes knowledge, values, and beliefs that impact the heart of the organization and increase the challenges to deliver effective training and development processes. Peter Senge (1990) said that the learning organization is a systems-level concept in which decision making using case situations or competency models helps the organization to adapt to change. Systems thinking helps give a clearer picture of how things interrelate in the organization. Organizations that embrace case-based decision making are able to use historical information to determine how to change processes. The use of

a competency model provides a framework for each job and for the skills, knowledge, and competencies needed to make situational judgments and link learning and development processes. Case-based decision making suggests that a decision can be made from reviewing the past performance of similar situations. Many legal decisions, for example, are based on past cases that may set a precedent for the legal matter. Competency-based modeling provides a framework for making decisions using more than knowledge (how) but increases the odds of better decision making by adding the job competency (what and when) to the process. One can learn employment laws (knowledge) but not know when and what to do with them (competency).

References International Institute for Communication and Development. (2008). Global teenager project Zambia [Image].

Retrieved from https://commons.wikimedia.org/wiki/File:Global_Teenager_Project_Zambia.jpg Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. New York, NY:

Doubleday.

A row of children working on computers.

(International Institute for Communication

and Development, 2008)