2. Introduction to Employee Training and Development
Chapter 1
Introduction to Employee Training and Development

3. Introduction (1 of 3)
Boston Pizza International, Bowater’s Coated and Specialty Paper Division, Americredit, and Home Depot illustrate how training can contribute to companies’ competitiveness
Competitiveness – refers to a company’s ability to maintain and gain market share in an industry

4. Introduction (2 of 3)
Although they are in different types of businesses, they each have training practices that have helped them gain a competitive advantage in their markets
Issues affecting companies and influencing training practices:
customer service
employee retention and growth
doing more with less
quality and productivity

5. Introduction (3 of 3)
The training practices have helped Boston Pizza International, Bowater’s Coated and Specialty Paper Division, Americredit, and Home Depot:
grow the business, and
improve customer service, by
providing employees with the knowledge and skills they need to be successful

6. Human Resource Management
Refers to the policies, practices, and systems that influence employees’:
behavior
attitudes
performance
HRM practices play a key role in attracting, motivating, rewarding, and retaining employees

7. What is training?
Training – refers to a planned effort by a company to facilitate employees’ learning of job-related competencies
The goal of training is for employees to:
master the knowledge, skill, and behaviors emphasized in training programs, and
apply them to their day-to-day activities

8. High-Leverage Training
Linked to strategic goals and objectives
Uses an instructional design process to ensure that training is effective
Compares or benchmarks the company’s training programs against training programs in other companies
Creates working conditions that encourage continuous learning

9. Continuous Learning (1 of 2)
Continuous Learning – requires employees to understand the entire work system including the relationships among:
their jobs
their work units
the entire company

10. Continuous Learning (2 of 2)
Employees are expected to:
acquire new skills and knowledge
apply them on the job
share this information with other employees
Managers take an active role:
in identifying training needs
helping to ensure that employees use training in their work

11. Training and Performance
Emphasis on high-leverage training has been accompanied by a movement to link training to performance improvement
Training is used to improve employee performance
This leads to improved business results

12. Training and Performance: Today’s Emphasis (1 of 2)
Providing educational opportunities for all employees
An on-going process of performance improvement that is directly measurable
not one-time training events
The need to demonstrate the benefits of training
to executives, managers, and trainees

13. Training and Performance: Today’s Emphasis (2 of 2)
Learning as a lifelong event
senior management, training managers, and employees have ownership
Training used to help attain strategic business objectives
helps companies gain a competitive advantage

14. Training Design Process
Ensuring Employees’ Readiness for Training
Conducting Needs Assessment
Creating a Learning Environment
Developing an Evaluation Plan
Ensuring Transfer of Training
See Figure 1-1 on page 6 for details
Monitoring and Evaluating the Program
Select Training Method

15. Instructional System Design (ISD)
Refers to a process for designing and developing training programs
There is not one universally accepted ISD model
ISD process should be:
systematic
flexible enough to adapt to business needs

16. Assumptions of ISD Approaches (1 of 2)
Training design is effective only if it helps employees reach instructional or training goals and objectives
Measurable learning objectives should be identified before training

17. Assumptions of ISD Approaches (2 of 2)
Evaluation plays an important part in:
planning and choosing a training method
monitoring the training program
suggesting changes to the training design process

18. Forces Influencing the Workplace and Training: (1 of 2)
Globalization
Need for leadership
Increased value placed on knowledge
Attracting and retaining talent
Customer service and quality emphasis
See Table 1-1 on page 8 for details

19. Forces Influencing the Workplace and Training: (2 of 2)
Changing demographics and diversity of the work force
New technology
High-performance models of work systems
Economic changes
See Table 1-1 on page 8 for details

20. Core Values of Total Quality Management (TQM) (1 of 2)
Methods and processes are designed to meet the needs of internal and external customers
Every employee in the company receives training in quality
Quality is designed into a product or service so that errors are prevented from occurring, rather than being detected and corrected

21. Core Values of TQM (2 of 2)
The company promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs
Managers measure progress with feedback based on data

22. Categories and Point Values for the Malcolm Baldrige National Quality Award Examination
Leadership
120 points
Measurement Analysis and Knowledge Management
90 points
Strategic Planning
85 points
Human Resource Focus
Process Management
Business Results
450 points
Customer and Market Focus
Total Points
1,000 points
See Table 1-2 on page 15 for details

23. Skills Needed to Manage a Diverse Work Force: (1 of 2)
Communicating effectively with employees from a wide variety of backgrounds
Coaching, training and developing employees of different ages, educational backgrounds, ethnicities, physical abilities, and races

24. Skills Needed to Manage a Diverse Work Force: (2 of 2)
Providing performance feedback that is free of values and stereotypes based on gender, ethnicity, or physical handicap
Creating a work environment that allows employees of all backgrounds to be creative and innovative

25. How Managing Cultural Diversity Can Provide Competitive Advantage
4. Creativity
argument
5. Problem-
solving
6. System
flexibility
2. Resource-
acquisition
3. Marketing
1. Cost
Break-even Analysis
identifies profit or loss at various sales volumes
Return on Investment
measures productivity of assets
Marginal Analysis
compares the additional cost in a particular decision rather than average cost
Game Theory
mathematical models that analyze multi-party decision contexts
Linear Programming
for optimally solving resource allocation problems
Queuing Theory
for calculating waiting lines 5

26. Employees choose or select new employees or team members
Use of new technology and work design needs to be supported by specific HRM practices: (1 of 2)
Employees choose or select new employees or team members
Employees receive formal performance feedback and are involved in the performance improvement process
Ongoing training is emphasized and rewarded
Rewards and compensation are linked to company performance

27. Use of new technology and work design needs to be supported by specific HRM practices: (2 of 2)
Equipment and work processes encourage maximum flexibility and interaction between employees
Employees participate in planning changes in equipment, layout, and work methods
Employees understand how their jobs contribute to the finished product or service

28. Comparison of Training Investment Leaders and Benchmark Companies (1 of 2)
Benchmark Company
Investment Leader
Percent of eligible employees being trained
78%
91%
Amount of training received per employee
24 hours
57 hours
Amount spent on training:
Percentage of payroll
Per employee 2%
$734 4%
$1,647

29. Comparison of Training Investment Leaders and Benchmark Companies (2 of 2)
Benchmark Company
Investment Leader
Average total spent
$3.6m
$11.1m
Percent of training delivered using learning technology
11%
22%
Percent training time in classroom
77%
61%

30. Roles of Trainers Strategic Adviser Systems Design and Developer
Organization Change Agent
Instructional Designer
Individual Development and Career Counselor
Coach / Performance Consultant
Researcher

31. Who Is In Charge of Training?
Who Provides Training?