1. Creating and Maintaining High-Performance Organizations
Chapter 6
Training Employees 12
What Do I Need to Know?
C H A P T E R
1. Discuss how to link training programs to organizational needs.
2.  Explain how to assess the need for training.
3.  Explain how to assess employees’ readiness for training.
Describe how to plan an effective training program.
Compare widely used training methods.
Summarize how to implement a successful training program.
Evaluate the success of a training program.
8.  Describe training methods for employee orientation and diversity management.
Creating and Maintaining High-Performance Organizations
© 2005 McGraw-Hill Ryerson Ltd.

2. Vancouver 2010 – Senior VP HR
2 of 17
Vancouver 2010 – Senior VP HR
The Vancouver Organizing Committee for the 2010 Olympic and Paralympic Games has a key role for the Senior Vice President, Human Resources. Responsibilities include providing for best practices in employee relations, compensation, and performance management.
© 2005 McGraw-Hill Ryerson Ltd.

3. High-Performance Work Systems
3 of 17
High-Performance Work Systems
Traditional management practices
Isolated decisions about technology, organizational structure, and human resources
High-performance work systems
Technology, organizational structure, people, and processes all work together to give an organization an advantage in the competitive environment
© 2005 McGraw-Hill Ryerson Ltd.

4. Elements of a High-Performance Work System
© 2005 McGraw-Hill Ryerson Ltd. .

5. Outcomes of a High-Performance Work System
© 2005 McGraw-Hill Ryerson Ltd. .

6. Conditions for High-Performance
4 of 21
6 of 17
Conditions for High-Performance
Teamwork &
Involvement
Ethics
Conditions for
High-Performance
Knowledge
Sharing
Employee
Discipline
Satisfaction &
Engagement
System
Fairness
Managing
Turnover
© 2005 McGraw-Hill Ryerson Ltd. .

7. Teamwork, Involvement & Knowledge Sharing
7 of 17
8 of 21
Teamwork, Involvement & Knowledge Sharing
Teamwork & Involvement
Expect employees to make more decisions
Work teams bring together skills and experiences
Knowledge Sharing
Learning organization
Continuous learning
Critical, systemic thinking
Learning culture
Employees are valued
© 2005 McGraw-Hill Ryerson Ltd.

8. Employee Satisfaction & Engagement
8 of 17
8 of 21
Employee Satisfaction & Engagement
Employee satisfaction and engagement are linked to improved organizational performance
Measure through the use of a survey
Exit interview
A meeting of a departing employee with the employee’s supervisor and/or an HR specialist to discuss reasons for leaving
© 2005 McGraw-Hill Ryerson Ltd.

9. Costs Associated with Turnover
7 of 16
7 of 21
9 of 17
Costs Associated with Turnover
Involuntary
Voluntary
Recruiting, selecting, and training replacements
Lost productivity
Lawsuits
Workplace violence
Recruiting, selecting, and training replacements
Lost productivity
Loss of talented employees
© 2005 McGraw-Hill Ryerson Ltd.

10. Discharging Employees
10 of 17
8 of 21
Discharging Employees
Just cause dismissal
Serious violation of the employment relationship e.g. dishonesty
Constructive dismissal
Employer makes a significant change to a worker’s conditions of employment
Termination pay
Severance pay
© 2005 McGraw-Hill Ryerson Ltd.

11. System Fairness Outcome Fairness System Fairness Interactional
8 of 21
11 of 17
System Fairness
Outcome
Fairness
System
Fairness
Interactional
Justice
Procedural
Justice
© 2005 McGraw-Hill Ryerson Ltd.

12. Progressive Discipline
12 of 17
8 of 21
Progressive Discipline
Verbal
warning
Official
written warning
2nd written
warning plus
threat of
suspension
Temporary
suspension
Termination
© 2005 McGraw-Hill Ryerson Ltd.

13. Promoting Ethical Behaviour
13 of 17
8 of 21
Promoting Ethical Behaviour
Written code of ethics
Distributed to employees
Used in decision making
Reinforce ethical behaviour
Performance measures
Provide channels
Provide training
© 2005 McGraw-Hill Ryerson Ltd.

14. HRM’s Contribution Job Design Reinforcement & Selection
14 of 17
9 of 21
HRM’s Contribution
HRM’s
Contribution
To High
Performance
Job Design
Reinforcement & Selection
Training & Development
Performance Management
Total Rewards
© 2005 McGraw-Hill Ryerson Ltd.

15. HRM Technology Applications
15 of 17
15 of 21
HRM Technology Applications
Human Resource Information Systems
Relational databases provide the ability to locate and combine many categories of data to meet of needs of managers and HR
E-HRM
Using technology for a variety of HR applications e.g. employee self-service
© 2005 McGraw-Hill Ryerson Ltd.

16. Customer-Oriented Perspective of HRM
© 2005 McGraw-Hill Ryerson Ltd.

17. Techniques for Measuring Effectiveness of HRM
HRM Audit
A formal review of the outcomes of HRM functions, based on identifying key HRM functions and measures of organizational performance
ROI Math
Calculation of Return on Investment in Human Capital
© 2005 McGraw-Hill Ryerson Ltd.