CHAPTER Training Human Resources Section Developing Human Resources © 2008 Thomson/South-Western All rights reserved PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter Chapter Objectives Objectives After you have read this chapter, you should be able to: ■ Define training and discuss why a strategic approach is important ■ Discuss the four phases of the training process ■ Identify three types of analyses used to determine training needs ■ Explain different means of internal and external training delivery ■ Describe the importance of e-learning as part of current training efforts ■ Give an example for each of the four levels of training evaluation © 2008 Thomson/South- 9–2 Nature of Training • Training A process whereby people acquire capabilities to aid in the achievement of organizational goals Includes both hard and soft skills Poorly trained employees may perform poorly and make costly mistakes © 2008 Thomson/South- 9–3 FIGURE 9-1 Types of Training © 2008 Thomson/South- 9–4 Legal Issues and Training Training Design and Delivery Criteria and practices used to select individuals Accommodation of individuals with disabilities © 2008 Thomson/South- Requiring signing of training contracts 9–5 Training and Organizational Strategy • Benefits of Strategic Training HR and trainers partner with operating managers to solve problems, and to make contributions to organizational results Managers are less likely to think that training alone can solve performance problems • Organization Competitiveness and Training Training makes organizations more competitive Training helps retain valuable employees Training helps accomplish organizational strategies © 2008 Thomson/South- 9–6 FIGURE 9-2 Linking Organizational Strategies and Training Source: Based on ideas from Lisa A Burke and Joseph V Wilson III © 2008 Thomson/South- 9–7 Organizational Competitiveness and Training • Knowledge Management and Training Is identifying and leveraging intellectual capital to create value and be competitive Is a conscious effort to get the right knowledge to the right people at the right time so that it can be shared and put into action • Training as a Revenue Source Marketing training with or alongside products can contribute significantly to a firm’s revenues © 2008 Thomson/South- 9–8 Performance Consulting Approach Focusing on identifying and addressing root causes of performance problems Performance Consulting Documenting and comparing high performers with typical performers © 2008 Thomson/South- Recognizing the interaction of individual and organizational factors 9–9 Training and Global Strategies • Global Assignment Training Cross-cultural training is crucial to global strategic success as businesses expand overseas Intercultural Competence Training Components Cognitive Emotional © 2008 Thomson/South- Behavioral 9–10 Internal Training • Cross-Training Is training people to more than one job Increases flexibility and development • Challenges of Cross-Training Is not favored by employees Threatens unions with loss of job jurisdiction and broadening of jobs Requires different scheduling during training Causes loss of productivity as people learn © 2008 Thomson/South- 9–27 External Training • Reasons for External Training Less expensive to outsource training Insufficient time to develop training Lack of expertise Advantages of interacting with outsiders • Outsourcing of Training Cost and greater emphasis on internal linking of training to organizational strategies, and other issues Increasing popularity of vendor training/certification Government-supported job training Educational assistance programs © 2008 Thomson/South- 9–28 Combination Training Approaches Forms of Cooperative Training School-to-Work Transition Apprentice Training © 2008 Thomson/South- Internship 9–29 FIGURE 9-9 Most Common Apprenticeship Occupations Source: U.S Department of Labor, 2006, www.dol.gov © 2008 Thomson/South- 9–30 Combination Training Approaches (cont’d) Instructor-Led Training Classroom Training Conference Training © 2008 Thomson/South- Corporate “Universities” 9–31 Orientation: On-Boarding for New Employees Establishes favorable employee impression of the organization Provides organization and job information Bring more work-related experiences into the process Achievements of Effective Orientation Accelerates socialization and integration of new employees Ensures employee performance and productivity begins quickly © 2008 Thomson/South- 9–32 Effective New Employee Orientation Prepare for new Sample employees Consider using Sample mentors Evaluate and follow up Avoid information Sample overload Making Employee Sample Orientation More Effective Present orientation Sample information effectively © 2008 Thomson/South- Use an orientation Sample checklist Cover needed Sample information 9–33 E-Learning: On-Line Training • E-Learning The use of the Internet or an organizational intranet to conduct training on-line E-Learning Methods Distance Training/ Learning Simulations and Training © 2008 Thomson/South- Blended Learning 9–34 FIGURE 9-10 Advantages and Disadvantages of E-Learning Source: Developed by Lisa A Burke and Robert L Mathis © 2008 Thomson/South- 9–35 Developing E-Learning Criteria for adopting e-learning: • Top management support and available funding • Accepting that training is being decentralized and individualized • Current training methods are not meeting training needs • Trainees are computer literate and have access to the Internet • Travel time and costs for geographically-dispersed trainees • Trainees are self-motivated and can direct their own learning © 2008 Thomson/South- 9–36 FIGURE 9-11 Levels of Training Evaluation © 2008 Thomson/South- 9–37 Training Evaluation Methods • Cost-Benefit Analysis A comparison of costs and benefits associated with organizational training efforts Measurement of both the costs and the benefits may be difficult • Return on Investment (ROI) Analysis • Benchmarking © 2008 Thomson/South- 9–38 Training Evaluation Metrics Determine overall training costs Cost-Benefit Analysis Identify potential savings results Compute potential savings Conduct costs and savings benefits comparison © 2008 Thomson/South- 9–39 FIGURE 9-12 Balancing Costs and Benefits of Training © 2008 Thomson/South- 9–40 Internal Evaluation of Training Training Evaluation Designs Post-Measure Pre/Post-Measure © 2008 Thomson/South- Pre/PostMeasure with Control Group 9–41 [...]... Training © 2008 Thomson/South- Blended Learning 9–34 FIGURE 9-10 Advantages and Disadvantages of E-Learning Source: Developed by Lisa A Burke and Robert L Mathis © 2008 Thomson/South- 9–35 Developing E-Learning Criteria for adopting e-learning: • Top management support and available funding • Accepting that training is being decentralized and individualized • Current training methods are not meeting training...FIGURE 9-3 Intercultural Competence Training Source: Developed by Andrea Graf, PhD, Technical University of Braunschweig, Germany, and Robert L Mathis, PhD, SPHR © 2008 Thomson/South- 9–11 Developing Strategic Training Plans • Effective training efforts consider the following questions: Is there really a need for the training? Who needs to