To what extent do organizations need to involve employees in decision-making processes? Base your answer on a country of your choice.
tinykitt
148hrm_-_training_and_development_0.pptx
148HRM
Training and talent development
Learning Outcomes
Compare traditional approaches to training with ‘Talent management’
Explore the concepts of ‘talent’ and ‘learning’
Explore the evidence regarding the extent of training and talent management
Three key words
Hiring - How HR managers recruit and select employees.
Training - any attempt to improve current or future employee performance by increasing an employee's ability to perform through learning, usually by changing the employee's attitude or increasing his or her skills and knowledge.
Retention - the ability of an organization to maintain its employees for a long period without them leaving the organisation.
Traditional position on training
Company recruits staff
Offers on the job training if required
Offers off the job training if required
Compare this with concept of talent management
It changes the focus from “Is this person a good fit for this role?” to “Is this person not only a good fit for this role, but also for the company as a whole, and for future roles they may inhabit?”
Traditional vs Talent management What is different?
Where hiring, training, and retention before were centralized in the HR department, with talent management many of these duties are federated to the front-line managers – this way the whole organization is responsible for, and has a stake in these activities.
Traditional was more administrative-focused, dealing with ‘who was the best for the job’ but talent management is almost singularly-focused on helping and improving the top talent in the organization.
Talent management is strategic, often manifesting as a company-wide long-term plan closely associated with overall business goals, while the traditional was more tactical, dealing with individual employee improvement.
Why train?
‘companies investing more in training produce improved financial results in terms of higher net sales, gross profit per employee, stock growth, and ratio to market to book value’
(Blanchard & Thacker 2009)
Investors in People (IiP) accreditation – recognised kitemark for a good employer
Types of training
Induction
Heath and safety
Specific skills training i.e. new technology, ‘soft’ skills (e.g. customer service), basic skills (3 ‘R’s – reading ‘riting’, ‘rithmetics’)
Apprenticeships
Management training
Talent management
McKinsey (1999) War on Talent
Data came from a year long study of 77 companies and nearly 6000 managers
Concluded that the most important corporate resources over the next 20 years would be ‘sophisticated business people who are technologically literate, globally astute and operationally agile’
Definitions of talent
Tansley et al 2007
Employees’ capabilities
“Talent consists of those individuals who can make a difference to organisational performance, whether through their immediate contribution or in the longer term by demonstrating the highest levels of potential”.
Goffee and Jones 2009
Organisational utilities
“Highly talented individuals with the potential to create disproportionate amounts of value from the resources that the organisation makes available to them”.
Talent Management
A strategic activity aligned with the firm’s business strategy that aims to attract, develop and retain talented employees at each level of the organisation (Hatum 2012).
Not how an individual’s talent can support the firm, but how an organisation’s talent structure can be fine-tuned by attracting, developing and retaining people – evaluate this statement
Talent management
Talent is at all levels of the organisation
All levels of an organisation contribute to the firms' performance
The management of talent
Refers not just to ‘stars’ within the company but all employees. In order for a company to flourish all employees need developing.
Hatum 2012
Is this always true?
Talent, strategy and the organisation
Hatum 2012
Top & Other managers
Top Management
HR
Corporate strategy
Talent management strategy
Attraction
Development
Retention
The management of talent - roles
Top Management - think
Outline the talent management strategy
Align the talent management strategy with the business strategy
HR - design
Support, design and deploy talent management strategies, processes and practices
Line managers - implementation
Enable employees’ performance, development and promotion
HR and Talent Management
HR’s role
HR is the enabler. Talent management thus provides a great opportunity to show the strategic importance of the HR department
So strategic role of HR includes staff development through:
Organisational Development (OD) - Organisation development is the planned and systematic enabling of sustained performance in an organisation through the involvement of its people : organisation design, organisation effectiveness and transformation (change), reorganisation, restructuring, organisation tools, techniques OR
Human Resource Development (HRD) - framework for helping employees develop their personal and organizational skills, knowledge, and abilities – training & development, mentoring.
Link between skill and performance Identifying training needs
Employee training is a tool that managers can utilize to help employees bridge the gap between their present level of performance and their desired level of performance.
The challenge for the organization is to design training options that give employees the information or skills they need and then measure whether those training options were effective in producing desired outcomes.
Managers can help the firm increase its overall capacity by looking for unmet training needs and communicating them to trainers and human resources experts.
16
Link between skill and performance General and specific training
Employees can receive two kinds of training to improve their performance:
General - give employees new knowledge and skills, which will be transferable to any future job.
Specific - skills specific to company technologies and work processes. Skills may not be transferable to future jobs, they are critical to the company. Focusing on company-specific training is important because a company derives its competitive advantage from what its employees know and can do that cannot be found elsewhere in the market.
17
Link between skill and performance Motivation
The availability of effective training programs, both mandatory and elective, is essential to a firm's overall performance.
Some employees are motivated primarily by career goals and need flexibility to request training when needed.
Other employees will only complete required training.
Employers should design training options to motivate workers of all types and give them feedback during training.
Employers with more intensive training in general - which means training is more frequent and more demanding, are likely to see more business growth and innovation.
18
Link between skill and performance Systematic approach
Employers benefit from a systematic approach to training design.
Whether they use internal or external trainers, they need to study training needs systematically using a problem-solving method.
Each employee or group of employees must be assessed for training needs. Then, trainers must confer with managers to decide what kinds of training activities will produce improved performance.
Trainers will design the training activities and test them on a few employees before offering them to the larger group of workers. Trainers can use their assessments and employees' self-assessments to ascertain if more training is needed after employees complete the prescribed training.
19
Summary
Companies often suffer from skills shortages, skills mismatch and some difficulties retaining staff.
A possible solution might be to consider all employees as ‘talent’ and put in place a talent management programme.
Evidence suggests companies currently not incentivised to invest very much in training – why?
Left to themselves, will employers prioritise investment in training?
Is training a public good?
