© 2008 by Prentice Hall7-1 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 Hall7-2 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 Hall7-3 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 Hall7-4 Video Media DVDs, videotapes, and film clips continues to be popular training delivery systems Especially appealing to small businesses

© 2008 by Prentice Hall7-5 E-Learning Delivery system for online instruction Available anytime, anywhere in the world, and in different languages

© 2008 by Prentice Hall7-6 Virtual Reality Unique extension of e-learning Permits trainees to view objects from a perspective otherwise impractical or impossible

© 2008 by Prentice Hall7-7 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 Hall7-8 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 Hall7-9 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 Hall7-10 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 Hall7-11 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 Hall7-12 Coaching Often considered responsibility of immediate boss Provides assistance much as a mentor

© 2008 by Prentice Hall7-13 Reverse Mentoring Process where the older employees learn from the younger ones.

© 2008 by Prentice Hall7-14 Orientation Initial T&D effort designed for employees Strives to inform them about company, job and workgroup

© 2008 by Prentice Hall7-15 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 Hall7-16 Responsibility for and Scheduling of Orientation Often joint responsibility of training staff and line supervisor Peers often excellent information agents

© 2008 by Prentice Hall7-17 Onboarding (Executive Orientation) Help new executives quickly learn organization’s structure, culture and politics so they can start making contributions to organization as soon as possible

© 2008 by Prentice Hall7-18 Special Training Areas Diversity - Develop sensitivity to create more harmonious working environment English as a Second Language - Help employees in way that validates them and optimizes personal relationships Ethics - Develop corporate culture that rewards ethical behavior Telecommuter - Permit manager and employee to define job responsibilities and set goals and expectations

© 2008 by Prentice Hall7-19 Special Training Areas (Cont.) Customer Service - Teaches employees the skills needed to meet and exceed customer expectations Conflict Resolution - Communication skills needed to resolve gridlock Teamwork - How to work in groups Empowerment - How to make decisions and accept responsibility

© 2008 by Prentice Hall7-20 Special Training Areas (Cont.) Remedial - Basic literacy/mathematics skills Anger Management - Help participants take control of angry outbursts

© 2008 by Prentice Hall7-21 Implementing Human Resource Development Programs Often difficult Many managers are action-oriented Feel they are too busy to engage in T&D efforts Qualified trainers must be available Requires high degree of creativity

© 2008 by Prentice Hall7-22 Metrics for Evaluating Training and Development Participants’ Opinions Extent of Learning Behavioral Change Accomplishment of T&D Objectives Benchmarking

© 2008 by Prentice Hall7-23 Participants’ Opinions Measure level of customer satisfaction Overall experience may bias some reports Good way to obtain feedback and to get it quickly and inexpensively

© 2008 by Prentice Hall7-24 Extent of Learning Determine what participants have learned Pre-test-post-test control group design Differences are attributed to training provided Problem: Controlling for variables other than training

© 2008 by Prentice Hall7-25 Behavioral Change Tests may accurately indicate what trainees learn May give little insight into whether participants to changed their behavior Best demonstration of value: When learning translates into lasting behavioral change

© 2008 by Prentice Hall7-26 Accomplishment of T&D Objectives Has it achieved stated objectives and actually impacted performance Might establish a return on investment (ROI) metric

© 2008 by Prentice Hall7-27 Benchmarking Process of monitoring and measuring a firm’s internal processes, such as operations, and then comparing data with information from companies that excel in those areas Focus on metrics such as: training costs, the ratio of training staff to employees, and whether new or more traditional delivery systems are used

© 2008 by Prentice Hall7-28 Workforce Investment Act Replaces Job Training Partnership Act and consolidates more than 70 federal job- training programs Meet needs of business for skilled workers and satisfy training, education, and employment needs of individuals

© 2008 by Prentice Hall7-29 Organization Development (OD) Planned process of improving an organization by developing its structures, systems, and processes to improve effectiveness and achieve desired goals Applies to entire system such as a company or plant Major means of achieving change in corporate culture

© 2008 by Prentice Hall7-30 OD Interventions Survey feedback Quality circles Team building Sensitivity training

© 2008 by Prentice Hall7-31 Survey Feedback Process of collecting data from organizational unit through use of questionnaires, interviews and other objective data Can create working environments that lead to better working relationships, greater productivity and increased profitability

© 2008 by Prentice Hall7-32 Survey Feedback Steps Members of organization involved in planning survey All members of organizational unit participate in survey OD consultant usually analyzes data and tabulates results Data feedback Feedback meetings

© 2008 by Prentice Hall7-33 Quality Circles Groups of employees who voluntarily meet regularly with supervisors to discuss problems Investigate causes Recommend solutions

© 2008 by Prentice Hall7-34 Team Building Conscious effort to develop effective workgroups Uses self-directed teams Small group of employees responsible for entire work process Members work together to improve their operation

© 2008 by Prentice Hall7-35 Sensitivity Training Participants learn about themselves and how others perceive them No agenda, leaders, authority, power positions People learn through dialogue Participants encouraged to learn about themselves and others in group Also called T-group training

© 2008 by Prentice Hall7-36 A Global Perspective: Learning the Culture of China The Chinese Language School of Connecticut Inc., a nonprofit organization, has branched out to help companies wishing to initiate trade with China or learn more about the country’s culture and traditions