1. PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. M ANAGING H UMAN R ESOURCES Training and Developing a Competitive Workforce Chapter 8

2. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–28–2 Training and Development Development Develop competencies that match strategyDevelop competencies that match strategy Foster cohesiveness and commitmentFoster cohesiveness and commitment Improve recruitment and retentionImprove recruitment and retention Improve competitivenessImprove competitiveness Increase legal compliance and protectionIncrease legal compliance and protection Smoother mergers and acquisitionsSmoother mergers and acquisitions Develop competencies that match strategyDevelop competencies that match strategy Foster cohesiveness and commitmentFoster cohesiveness and commitment Improve recruitment and retentionImprove recruitment and retention Improve competitivenessImprove competitiveness Increase legal compliance and protectionIncrease legal compliance and protection Smoother mergers and acquisitionsSmoother mergers and acquisitions The Strategic Importance of Training and Development

3. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–38–3 The Strategic Importance of Training and Development Improving Recruitment and Retention  Career advancement opportunities  Job training Improving Competitiveness  Increasing productivity  Improving service  Implementing new technology Training for Customers

4. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–48–4 Learning Organizations and Knowledge Management Learning is recognized as a source of competitive advantage. Knowledge management technologies  Ensure that knowledge from employees, teams, and units is captured, remembered, stored and shared through intranets.  Chief Learning/Knowledge Officer coordinates activities.

5. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–58–5 Training and Development Practices Within the Integrated HRM System Training and Development (T&D)  Intentional efforts to improve current and future performance by helping employees acquire the skills, knowledge, and attitudes required of a competitive workforce.

6. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–68–6 T&D: Key Terms Training  Improving employee competencies needed today or very soon  Typical objective is to improve employee performance in a specific job. Development  Improving employee competencies over a longer period of time  Typical objective is to prepare employees for future roles.

7. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–78–7 Key Terms (cont’d) Socialization  Learning how things are done in the organization  Objective is to teach new employees about the organization’s history, culture and management practices.  Intense socialization increases employees’ commitment to the success of the company.

8. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–88–8 Components of Training and Development within an Integrated HRM System EX 8.1

9. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–98–9 Evaluating Training and Development Effectiveness EX 8.3

10. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–10 The HR Triad: Roles and Responsibilities in Training and Development

11. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–11 Four Components of Needs Assessment EX 8.4

12. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–12 Setting Up a Training and Development System Creating the Right Conditions:  Insight  Motivation  New skills and knowledge  Real world practice  Accountability

13. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–13 Training for Affective Outcomes Objective Is to Change:  Motivation  Attitudes  Values Example of Objectives  Build team spirit  Enhance self-confidence  Build emotional intelligence (self-awareness, self-management, social awareness, relationship management)

14. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–14 On-Site, but Not On the Job Training Programmed instruction on intranet or internet Videos and CDs  Interactive video training: Combines programmed instruction with video Teleconferencing Corporate Universities and executive education

15. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–15 Off the Job Training Formal courses Simulation  Vestibule method: simulates actual job Assessment centers Role-playing Business board games Sensitivity training Wilderness trips and outdoor training

16. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–16 Setting the Stage for Learning Clear Instructions Behavioral Modeling

17. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–17 Team Training and Development Training to develop team cohesiveness Training in team procedures Training to develop work team leaders  Supporting disagreement  Managing meetings

18. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–18 Cross-Cultural Training To prepare people from several cultures to work together  Diversity training To prepare a person for living in another culture  Training for expatriates and families

19. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–19 Diversity Training For Employees in the U.S. Cultural Awareness Training  How own culture (ethnic background, age, socioeconomic status, religion, etc.) differs from that of other workers  Understanding impact of stereotypes Building Competencies  Practice interpersonal skills Supplementing Diversity Training  Considering diversity in all aspects of HR management (recruitment, selection, rewards)

20. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–20 Cross-Cultural Training in International Context Training for Expatriates  Typically a 3-5 day immersion course in country’s values, customs, traditions  Culture-general assimilator uses scenarios to teach understanding of cultural differences Training for Inpatriates  Employees from other countries sent to work in U.S.  Need info about culture and help with relocation

21. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–21 Global Leadership Training and Development Managers need to manage operations in several countries at once Training and development may include:  Expatriate assignments  Action learning projects  Cross-cultural team assignments  Classroom training