Online Higher Education Educational opportunities including degree and training programs delivered either entirely or partially, via the Internet Allows employees to attend class at lunchtime, during day or in evening Reduces commute to school © 2008 by Prentice Hall

Videoconferencing Many firms in the United States use videoconferencing and satellite classrooms for delivering T&D Interactive and offers flexibility and spontaneity of traditional classroom Global firms, in particular, can benefit Increase access to training, ensure consistency of instruction, and reduce cost of delivering T&D programs © 2008 by Prentice Hall

Vestibule System T&D delivery system that takes place away from the production area on equipment that closely resembles equipment actually used on the job Removes employee from pressure of having to produce while learning Emphasis on learning skills required by job © 2008 by Prentice Hall

Video Media DVDs, videotapes, and film clips continues to be popular training delivery systems Especially appealing to small businesses © 2008 by Prentice Hall

E-Learning Delivery system for online instruction Available anytime, anywhere in the world, and in different languages © 2008 by Prentice Hall

Virtual Reality Unique extension of e-learning Permits trainees to view objects from a perspective otherwise impractical or impossible © 2008 by Prentice Hall

Simulators Devices or programs that are located away from the job site and replicate actual job demands Example: training of airline pilots in a simulator © 2008 by Prentice Hall

Management Development All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment First-line supervisors, middle managers, and executives may all participate in management development programs © 2008 by Prentice Hall

Mentoring Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development Mentor may be located elsewhere in organization or in another firm Relationship may be formal or informal © 2008 by Prentice Hall

Mentoring/Coaching for Women and Minorities Some believe that having a mentor is essential to make it to the top Mentors tend to seek out their mirror images Since women and minorities are not equally represented at the firm’s top levels, they are often left without a mentor © 2008 by Prentice Hall

Specific Roles of Mentors Coaching Sponsor advancement Provide challenging assignments Protect employees from adverse forces Encourage positive visibility Offer personal support Friendship Acceptance Counseling Role modeling © 2008 by Prentice Hall

Coaching Often considered responsibility of immediate boss Provides assistance much as a mentor © 2008 by Prentice Hall

Reverse Mentoring Process where the older employees learn from the younger ones. © 2008 by Prentice Hall

Orientation Initial T&D effort designed for employees Strives to inform them about company, job and workgroup © 2008 by Prentice Hall

Purposes of Orientation Employment situation Company policies and rules Compensation and benefits Corporate culture Team membership Employee development Dealing with change Socialization © 2008 by Prentice Hall