1. Human Resource Management: Gaining a Competitive Advantage
Chapter 07
Training
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives
Discuss how training, informal and continuous learning, and knowledge management can contribute to companies’ business strategy.
Explain the manager’s role in identifying training needs and supporting training.
Conduct a needs assessment.
Evaluate employees’ readiness for training.
Discuss strengths and weaknesses of presentation, hands-on and group training methods.
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3. Learning Objectives Explain potential e-learning training advantages.
Design a training session to maximize learning.
Choose an appropriate evaluation design based on training objectives and analysis of constraints.
Design a cross-cultural preparation program.
Develop a program for effectively managing diversity.
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4. Continuous & High-Leverage Training
Training facilitates employees’ learning job-related knowledge, skills and behavior.
Continuous learning requires employees to understand the entire work process, acquire and apply new skills and share what they have learned with others.
High-leverage training is:
linked to strategic business goals and objectives,
supported by top management,
relies on an instructional design model, and is
benchmarked to programs in other organizations.
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5. Training can...
Increase employees’ knowledge of foreign competitors and cultures.
Help ensure that employees have skills to work with new technology.
Help employees understand how to work effectively in teams to contribute to product and service quality.
Improve employee performance which leads to improved business results.
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6. Training can...
Ensure that the company’s culture emphasizes innovation, creativity and learning.
Ensure employment security by providing new ways for employees to contribute when their
jobs change or interests change
skills become obsolete
Prepare employees to work more effectively with each other.
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7. Formal and Informal Training
Formal training is instructor led and on-line programs, courses and events developed and organized by the company.
Informal training is learner initiated, involves action and doing, is motivated by an intent to develop and does not occur in a formal learning setting.
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8. 2 Types of Knowledge Tacit Knowledge Explicit Knowledge
personal knowledge based on individual experience difficult to codify.
Explicit Knowledge
well documented, easily articulated and transferred person to person.
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9. Key Features of Continuous Training
Knowledge Management
Informal Learning
Formal Training & Development
Supports
Business Strategy
Focus on
Performance
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10. Strategic Learning & Development Process
Business
Strategy
Strategic
Learning &
Development
Initiatives
Learning Activities
Metrics
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11. The Training Process 1. Needs Assessment
Organizational, Person and Task Analysis
2. Ensuring Employees’
Readiness for training
Attitudes and motivation
Basic skills
3. Creating a Learning Environment
Identify learning objectives and training
outcomes
Meaningful material
Practice, feedback and observation of others
Administering and coordinating program
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12. Designing Effective Training Activities
4. Ensure Transfer of Training
Self-management strategies
Peer and manager support
5. Select Training Methods
Presentational Methods
Hands-on Methods
Group Methods
6. Evaluate Training Programs
Identify Training outcomes & evaluation design
Cost-benefit analysis
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13. Needs Assessment Process
Organization
Analysis
Person
Analysis
Task
Analysis
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14. 3 Factors to Choose Training
Company’s
Strategic Direction
Available Training
Resources
Support-
Manager and Peers
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15. 5 Factors That Influence Employee Performance and Learning
Person characteristics
Input
Output
Consequences
Feedback
1. Person characteristics
Ability and skill
Attitudes and motivation
2. Input
Understand what, how, when to perform
Necessary resources (equipment, etc.)
Interference from other job demands
Opportunity to perform
3. Output
Expectations for learning performance
4. Consequences
Positive consequences/incentives to perform
Few negative consequences to perform
5. Feedback
Frequent and specific feedback about how the job is performed
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16. Identify knowledge, skills and abilities, etc.
Task Analysis
Identify jobs
Develop
task list
Identify knowledge, skills and abilities, etc.
Validate
tasks
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17. Factors That Influence Motivation to Learn
Efficacy
Self-
Benefits or Consequences of Training
Work Environment
Basic Skills
Awareness of Training Needs
Goal Orientation
Conscientiousness
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18. Ensure Employee Motivation for Learning
Motivation to learn – trainee’s desire to learn the training program’s content.
Self-efficacy- employees' belief that they can successfully learn the training program’s content.
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19. Ensuring Employee Readiness for Learning
To increase employees' self-efficacy level:
Let employees know that the purpose of training is to improve performance.
2. Provide information about the training program and purpose prior to actual training.
3. Show employees their peers’ training success.
4. Provide employees feedback that
learning is under their control and
they have the ability and responsibility to overcome learning difficulties experienced in the program.
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20. Basic Skills S K I L Reading and Cognitive Ability– Writing Abilities–
verbal comprehension,
quantitative ability
and
reasoning ability
Reading and
Writing Abilities–
level of difficulty of
written materials
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21. 7 Conditions for Learning
Need to know why they should learn.
Meaningful training content.
Opportunities to practice or social network interaction.
Feedback.
Observe, experience, and interact with others.
Good program coordination and administration.
Commit training content to memory.
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22. Transfer of Training Transfer of training Climate for transfer
Technological
support
Opportunity to use
learned capability
Transfer of
training
Self-management
skills
Manager
support
Peer
support
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23. Selecting Training Methods
Presentation Methods
Instructor-led classroom instruction
Distance learning, teleconferencing & webcasting
Audiovisual techniques
Mobile technologies
Hands-on Methods
On-the-job training
Self-directed learning
Simulations
Business games and case studies
Behavior modeling
Interactive video
E-learning
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24. Evaluating Training Programs
OUTCOME
Cognitive Outcomes
Skill-based Outcomes
Affective Outcomes
Results
ROI
WHAT IS MEASURED
Acquisition of Knowledge
Behavior
Skills
Motivation
Reaction to Program
Attitudes
Company Payoff
Economic value of
training
HOW MEASURED
Pencil and paper tests
Work sample
Observation
Ratings
Interviews
Focus groups
Attitude surveys
Data from information system or performance records
Identification& cost comparison & program benefits
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25. Evaluation Designs Posttest Only Time Series
Pretest/Posttest with comparison group
Posttest only with comparison group
Pretest/Posttest
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26. Determining Return on Investment
Cost-benefit analysis -
process of determining a training program’s economic benefits using accounting methods.
Determine costs
Determine benefits
Make the analysis
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27. Cross-Cultural Preparation
Expatriate- is an employee sent by a company to manage operations in a different country.
Expatriates need to be:
Competent in their area of expertise.
Able to communicate verbally and nonverbally in host country.
Flexible, tolerant of ambiguity and sensitive to cultural differences.
Motivated to succeed, able to enjoy the challenge of working in other countries, and willing to learn about the host country’s culture, language and customs.
Supported by their families.
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28. 3 Phases of Cross-Cultural Preparation
Inclusion
Phase One:
Pre-departure
Phase
Phase Two:
On-Site
Phase
Phase Three:
Repatriation
Phase
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29. Managing Diversity and Inclusion
Managing Diversity- is the process of creating an environment that allows all employees to contribute to organizational goals and experience personal growth.
2 Types of Diversity Training:
Attitude awareness and change programs
Behavior-based programs
2 Goals of Diversity Training and Inclusion:
Eliminate values, stereotypes, and managerial practices that inhibit employees’ personal development .
Allow employees to contribute to organizational goals regardless of their race, sexual orientation, gender, family status, religious orientation, or cultural background.
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30. Managing Diversity Programs
Top Management
& Employee Support
Recruit & Hire
Fair Treatment
Hold Managers Accountable
Identify & Develop Talent
Improve Relationships with External Stakeholders
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31. Socialization and Orientation
Organizational Socialization –is the process used to transform new employees into effective company members.
3 Phases of Socialization:
Anticipatory
Socialization
Encounter
Settling In
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32. Summary
Technological innovations, new product markets, and a diverse workforce have increased the need for companies to reexamine how their training practices contribute to learning.
The key to successful training is choosing the most effective training method.
Managing diversity and cross-cultural preparation are two training issues relevant to capitalize on a diverse workforce and global markets.
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