1. Training the Workforce
CHAPTER 8
Training the Workforce

2. Chapter Objectives Review Key Terms Cross-functional Training
Recognize the difference between training and development
Understand the Training Process
Determine when employees need training and the best type of training given a company’s circumstances
Recognize the characteristics that make training programs successful
Design job aids as complements or alternatives to training
Understand how to socialize new employees effectively
Review Key Terms
Cross-functional Training
Development
job aids
Realistic Job Preview
Training
Virtual Reality

3. Key Training Issues
How can training keep pace with a changing organizational environment?
Should training take place in a classroom setting or on the job?
How can training be effectively delivered worldwide?
How can training be delivered so that trainees are motivated to learn

4. Training vs. Development
The process of providing employees with specific skills or helping them correct deficiencies in their performance.
Current Job
Individual Employees
Immediate
Fix current skill deficit
May be seen as negative
Development
An effort to provide employees with the abilities the organization will need in the future
Current and future job
Work group and organization
Long term
Prepare for future work demands

5. Challenges in Training
Is training the solution to the problem?
Are the goals of training clear and realistic?
Is training a good investment?
Will the training work?

6. Managing the Training Process
Phase 1 - Needs Assessment
Clarifying the objectives of training
Organizational
Task
Person
Phase 2 - Training and Conduct
Direct response to an organizational problem or need
Approaches vary by location, presentation, and type
Phase 3 - Evaluation
Effectiveness of the training is assessed

7. Managing the Training Process Phase 1 - Needs Assessment
Four Steps to Conducting a Needs Assessments:
Step 1. Perform a "Gap" Analysis.
Current situation (SKA) vs. Desired or necessary situation
The difference the "gap" between the current and the necessary will identify our needs, purposes, and objectives.
Problems or deficits
Impending change
Opportunities
Strengths
New directions
Mandated training

8. Managing the Training Process Phase 1 - Needs Assessment
Four Steps to Conducting a Needs Assessments:
Step 2. Identify Priorities and Importance.
Examine each in view of their importance to your organizational goals, realities, and constraints
Cost-effectiveness
Legal mandates
Executive pressure
Population
Customers

9. Managing the Training Process Phase 1 - Needs Assessment
Four Steps to Conducting a Needs Assessments:
Step 3. Identify Causes Of Performance Problems and/or Opportunities.
Are our people doing their jobs effectively?
Do they know how to do their jobs?

10. Managing the Training Process Phase 1 - Needs Assessment
Four Steps to Conducting a Needs Assessments:
Step 4. Identify Possible Solutions and Growth Opportunities.
Training may be the solution, IF there is a knowledge problem.
Organization Development Activities may provide solutions when the problem is not based on a lack of knowledge and is primarily associated with systematic change
strategic planning
organization restructuring
performance management
effective team building

11. Managing the Training Process Phase 2 - The Training and Conduct Phase
The training program that results from assessment should be a direct response to an organizational problem or need.
Approaches vary by
Location
Presentation
Type

12. Managing the Training Process Phase 2 - The Training and Conduct Phase
Location Options – OJT
Job rotation
Moving a trainee from department to department to broaden his or her experience and identify strong and weak points.
Apprenticeships
A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training.
Internships
Advantages
Can be inexpensive to implement
Immediate feedback
Disadvantages
Can be costly in customer satisfaction
Wide variation in quality and content of teaching

13. Managing the Training Process Phase 2 - The Training and Conduct Phase
Location Options – Off- the-job Training
Simulated training
Training employees on special off-the-job equipment so training costs and hazards can be reduced.
Role Playing
Creating a realistic situation in which trainees assume the roles of persons in that situation.
Corporate universities
Provides a means for conveniently coordinating all the company’s training efforts and delivering Web-based modules that cover topics from strategic management to mentoring.
In-house development centers
A company-based method for exposing prospective managers to realistic exercises to develop improved management skills.
Advantages
More conducive to learning/less distractions
Disadvantages
Learning may not transfer back to job

14. Managing the Training Process Phase 2 - The Training and Conduct Phase
Presentation Options
Slides and Videotapes
Teletraining
Computers
Simulations
Replicate job demands at off-site facility
Virtual Reality (VR)
The use of a number of technologies to replicate the entire real-life working environment in real time
Classroom Instruction and Role-plays

15. Managing the Training Process Phase 2 - The Training and Conduct Phase
Types of Training
Skills Training
job aids
External sources of information that provide job related information
Retraining
Cross-functional Training
Team Training

16. Managing the Training Process Phase 2 - The Training and Conduct Phase
Types of Training
Creativity Training – brainstorming
Literacy Training
Diversity Training
Crisis Training
Customer Service Training
Ethics Training

17. Managing the Training Process Phase 3 - The Evaluation Phase
Monetary Assessment
ROI (return on investment) of training
ROI = (Training Benefits – Training Costs)/(Training Costs) x 100 = (Net Training Benefits)/(Training Costs) x 100

18. Managing the Training Process Phase 3 The Evaluation Phase – Kirkpatrick Model
Level 1: Reaction
Were the participants pleased?
What do they plan to do with what they learned?
Level 2: Learning
What skills, knowledge, or attitudes have changed?
By how much?
Level 3: Behavior
Did the participants change their behavior based on what was learned in the program?
Level 4: Results
Did the change in behavior positively affect the organization?

19. Managing the Training Process Phase 3 - The Evaluation Phase
Legal Issues in Training
The major requirement here is that employees must have access to training and development programs in a nondiscriminatory fashion

20. Orienting Employees Employee orientation Orientation content
A procedure for providing new employees with basic background information about the firm
Orientation content
Information on employee benefits
Personnel policies
The daily routine
Company organization and operations
Safety measures and regulations
Facilities tour

21. Orienting Employees
A successful orientation should accomplish four things for new employees:
Make them feel welcome and at ease.
Help them understand the organization in a broad sense.
Provide a Realistic Job Preview (RJP)
Make clear to them what is expected in terms of work and behavior.
Help them begin the process of becoming socialized into the firm’s ways of acting and doing things.

22. CHAPTER 9
Developing Careers

23. Chapter Objectives Key Terms
Establish a sound process for helping employees develop their careers
Understand how to develop your own career
Identify the negative aspects of an overemphasis on career development
Establish an organizational culture that supports career development
Key Terms
Career development
Job Rotation
Mentoring
Promotability Forecast
Succession Planning

24. Term(s) Career development
An ongoing and formalized effort that focuses on developing enriched and more capable workers.

25. Challenges in Career Development
Who will be responsible?
The Individual
The Manager
The Organization
How much emphasis is appropriate?
How will the needs of a diverse workforce be met?

26. Challenges in Career Development
The Individual
Accept responsibility for your own career
Assess your interests, skills, and values
Seek out career information and resources
Establish goals and career plans
Utilize development opportunities
Talk with your manager about your career
Follow through on realistic career plans

27. Challenges in Career Development
The Manager
Provide timely performance feedback
Provide developmental assignments and support
Participate in career development discussions
Support employee development plans

28. Challenges in Career Development
The Organization
Communicate mission, policies, and procedures
Provide training and development opportunities
Provide career information and career programs
Offer a variety of career options

29. Career Development The Assessment Phase The Direction Phase
The Development Phase

30. Career Development The Assessment Phase
Self-Assessment
Career workbooks & Career-planning workshops
Skills Assessments
Interest Inventory
Values Clarification

31. Career Development The Assessment Phase
Organizational Assessment
Psychological Testing
Performance Appraisals
Assessment Centers
Promotability Forecast
Succession Planning

32. Career Development The Direction Phase
Individual Career Counseling
Information Services
Job-posting systems
Skills inventories
Career paths
Career resource center

33. Career Development The Development Phase
Mentoring
process in which a more experienced person supports and aids a less experienced person in his/her professional or personal development
Job Rotation
individual is moved through a schedule of assignments designed to give him or her a breadth of exposure to the entire operation.
also practiced to allow qualified employees to gain more insights into the processes of a company and to increase job satisfaction through job variation.
Tuition Assistance Programs

34. Career Development Innovative Corporate Career Development Initiatives
Provide each employee with an individual budget
Offer on-site or online career centers
Encourage role reversal
Establish a “corporate campus”
Help organize “career success teams”
Provide career coaches
Provide career planning workshops
Utilize computerized on- and offline career development programs
Establish a dedicated facility for career development

35. Career Self-Assessment
Does what you’re doing for work resonate with your values?
Do you find your work to be meaningful?
How does your organization treat you?
How do you use your talents at work?
What is your manager like?
What is your life like?

36. Guidelines for Today’s Leaders
Take an entrepreneurial perspective
Embrace chaos
Some risk is needed
Breadth is the key
Soft-skills can make or break you

37. Self-Development: Development Suggestions
Create your own personal mission statement
Take responsibility for your own direction and growth
Make enhancement, rather than advancement, your priority
Talk to people in positions to which you aspire and get their suggestions on how to proceed
Set reasonable goals

38. Self-Development: Advancement Suggestions
Remember that performance in your function is important, but interpersonal performance is critical
Set the right values and priorities
Provide solutions, not problems
Be a team player
Be customer oriented
Act as if what you are doing makes a difference