Human Resource Management 13th Edition Chapter Training and Development Copyright © [2014] Pearson Education 7-1 Learning Objectives • Describe executive onboarding for external hires, define training and development, and explain factors influencing T&D • Describe the T&D process and explain the various T&D methods • Explain mobile learning and describe training and development delivery systems • Describe management development, mentoring, coaching, and reverse mentoring • Define orientation and explain implementing training and development programs Copyright © [2014] Pearson Education 7-2 Learning Objective (Cont.) • Explain the metrics for evaluating training and development • Define organization development (OD) and describe various OD techniques • Distinguish between job security and career security • Describe career planning and explain career paths and career development • Describe career development methods, identify various career paths, and explain global meetings through telepresence Copyright © [2014] Pearson Education 7-3 HRM In Action: Executive Onboarding For External Hires • Up to 40% of externally hired executives fail within first 18 months • Companies often a poor job of onboarding • Provides a guide to new corporate culture and its people and personalities Copyright © [2014] Pearson Education 7-4 Training and Development (T&D) • Heart of a continuous effort • Designed to improve employee: – Competency – Organizational performance Copyright © [2014] Pearson Education 7-5 Training • Provides workers with knowledge and skills needed for their present jobs • Examples: – Showing workers how to operate a lathe – Showing supervisor how to schedule daily production Copyright © [2014] Pearson Education 7-6 Development • Learning with a long-term focus • Goes beyond the worker’s current job • Prepares employees to keep pace with organization as it changes and grows Copyright © [2014] Pearson Education 7-7 Learning Organization • Recognizes the importance of continuous performance-related T&D and takes appropriate action • Basic characteristics: – Provides supportive learning environment – Provides specific learning processes and practices – Leadership behavior in organization supports and reinforces learning • Learning programs aligned with strategic corporate goals Copyright © [2014] Pearson Education 7-8 Factors Influencing T&D • • • • • • • Top management support Shortage of skilled workers Technological advances World complexity Lifetime learning Learning styles Other human resource functions Copyright © [2014] Pearson Education 7-9 Top Management Support • Without it, T&D program will not succeed • Most effective way to achieve success is for executives to provide needed resources to support T&D effort • Training professionals are having to more with less Copyright © [2014] Pearson Education 7-10 Using the Web for Career Planning Assistance • Large amount of free information available • Develop and maintain a professional network • Investigate specific companies Copyright © [2014] Pearson Education 7-77 Career Paths and Career Development • Career path: Flexible line of movement through which person may travel during work life • Career development: Formal approach used by organization to ensure people with proper qualifications and experiences are available when needed Copyright © [2014] Pearson Education 7-78 Career Development Objectives • Effective development of available talent • Self-appraisal opportunities for employees considering new or nontraditional career paths • Development of career paths that cut across divisions and geographic locations • Demonstration of tangible commitment to developing diverse work environment Copyright © [2014] Pearson Education 7-79 Career Development Objectives (Cont.) • Satisfaction of employees’ specific development needs • Improvement of performance • Increased employee loyalty, motivation, and retention • Method of determining training and development needs Copyright © [2014] Pearson Education 7-80 Career Development Methods • • • • • Manager/employee self-service Discussion with knowledgeable individuals Company material Performance appraisal system Workshops Copyright © [2014] Pearson Education 7-81 Career Paths • • • • • • • Traditional career path Network career path Lateral skill path Dual career path Adding value to your career Demotion Free agents (being one’s own boss) Copyright © [2014] Pearson Education 7-82 Traditional Career Path • Employee progresses vertically in organization from one specific job to the next • Not as viable a career path option today Copyright © [2014] Pearson Education 7-83 Network Career Path • Both vertical job sequence and horizontal opportunities • Experience interchangeable at certain levels • Broad experience at one level needed before promotion to next level Copyright © [2014] Pearson Education 7-84 Lateral Skill Path • Involves lateral moves within company • Employee becomes revitalized and finds new challenges • No pay or promotion involved • Offers opportunities to develop new skills Copyright © [2014] Pearson Education 7-85 Dual Career Path Technical specialists contribute expertise without having to become managers Often established to encourage and motivate professionals Copyright © [2014] Pearson Education 7-86 Adding Value to Retain Present Job • Workers view themselves as independent contractors who must constantly improve their skills to continually add value to organization • Workers need to develop own plan and “toolbox” of personal skills Copyright © [2014] Pearson Education 7-87 Demotion • More realistic option today, due to limited promotional opportunities and fast pace of technological change • Senior employee can escape unwanted stress without being a failure Copyright © [2014] Pearson Education 7-88 Free Agents Take charge of all or part of career by being own boss or working for others in ways that fit particular needs or wants 7-89 A Global Perspective : Global Meetings through Telepresence • Business travel is based on belief there is no substitute for reading body language of the person in front of you • Provides illusion of sitting across a conference table from individuals you are “meeting” and “looking them in the eye” Copyright © [2014] Pearson Education, Inc Publishing as Prentice Hall 7-90 7-91 [...]... attached to the material taught, trainees will not learn • Just-in-time training: Provided anytime, anywhere in the world, when it is needed Copyright © [2014] Pearson Education 7-17 Other Human Resource Functions • Other human resource functions can also have crucial impact on T&D • If recruitment-and-selection efforts or its compensation package attract only marginally qualified workers, firm will need extensive ... the world, when it is needed Copyright © [2014] Pearson Education 7-17 Other Human Resource Functions • Other human resource functions can also have crucial impact on T&D • If recruitment-and-selection... Influencing T&D • • • • • • • Top management support Shortage of skilled workers Technological advances World complexity Lifetime learning Learning styles Other human resource functions Copyright... Pearson Education 7-9 Top Management Support • Without it, T&D program will not succeed • Most effective way to achieve success is for executives to provide needed resources to support T&D effort