1. © 2005 McGraw-Hill Ryerson Ltd. Chapter 6 Training Employees 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. 4.Describe how to plan an effective training program. 5.Compare widely used training methods. 6.Summarize how to implement a successful training program. 7.Evaluate the success of a training program. 8. Describe training methods for employee orientation and diversity management. What Do I Need to Know? 1 Strategies, Trends, and Challenges in HRM C H A P T E R

2. © 2005 McGraw-Hill Ryerson Ltd. Canada’s Most Respected - RBC For the second consecutive year, RBC Financial Group received the highest ranking in Ipsos-Reid’s “Canada’s Most Respected Corporations” survey. Criteria for selection includes Human Resource Management practices. In full page newspaper ads, RBC attributed this success to its 69,873 employees 2 of 18

3. © 2005 McGraw-Hill Ryerson Ltd. Introduction Human resource management (HRM) is defined as the policies, practices, and systems that influence employees’ behaviour, attitudes, and performance 3 of 18

4. © 2005 McGraw-Hill Ryerson Ltd. HR and Company Performance HRM has traditionally been viewed as a expense, rather than a source of value to the organization Human capital An organization’s employees described in terms of characteristics that add economic value e.g. training, experience, insight, etc. Human resources: Valuable Rare Cannot be imitated Have no good substitutes 4 of 18

5. © 2005 McGraw-Hill Ryerson Ltd. Impact of Human Resource Management. 5 of 18 All other businesses

6. © 2005 McGraw-Hill Ryerson Ltd. Responsibilities of HR Departments 6 of 18 HR Departments LegalCompliance Recruiting & Hiring HR Policies Employee & Labour Relations Training & Developing ManagingPerformance Total Rewards Analyzing & Designing Jobs

7. © 2005 McGraw-Hill Ryerson Ltd. HR as a Strategic Partner 7 of 18 HumanResourceManagement ProductivityImprovement Expanding into GlobalMarkets Outsourcing

8. © 2005 McGraw-Hill Ryerson Ltd. HR Professional Capabilities Profile 8 of 18 Managing Client Relationships StrategicContributions Professionalism BusinessAcumen

9. © 2005 McGraw-Hill Ryerson Ltd. HR Responsibilities of Supervisors Many HR activities are carried out by supervisors: Help define jobs Forecast HR needs Interview and select candidates Train, coach and develop employees Appraise performance Recommend pay increases and promotions Communicate policies & comply with laws Provide motivational environment 9 of 18

10. © 2005 McGraw-Hill Ryerson Ltd. Careers in HRM 10 of 18

11. © 2005 McGraw-Hill Ryerson Ltd. Environmental Trends Impacting HRM 11 of 18 Change in the Employment Relationship New psychological contract Change in the Labour Force Aging workforce Diverse workforce Skill deficiencies High-Performance Work Systems Systems Knowledge workers Employee engagement Teamwork Increasing education Technological Change HRIS Connectedness E-HRM applications Self-service

12. © 2005 McGraw-Hill Ryerson Ltd. Change in the Labour Force Labour force: All the people willing and able to work Internal labour force: the organization’s workers External labour market: Individuals who are actively seeking employment 12 of 18.

13. © 2005 McGraw-Hill Ryerson Ltd. An Aging Workforce Canada’s population and labour force are aging Impending shortage of workers as the labour forces in many developed countries will be shrinking Concerns related to retirement planning, retraining older workers, motivating plateaued employees, controlling health- related costs 13 of 18

14. © 2005 McGraw-Hill Ryerson Ltd. Age Distribution of Canadian Population, 2006 & 2016 14 of 18

15. © 2005 McGraw-Hill Ryerson Ltd. A Diverse Workforce The Canadian labour force is growing more diverse: Employment Equity designated groups: Visible minorities and immigrants provide competitive knowledge More women in the workforce Growth of aboriginal population Persons with disabilities provide a productive source of employees 15 of 18

16. © 2005 McGraw-Hill Ryerson Ltd. High-Performance Work Systems Knowledge workers Employees whose main contribution is specialized knowledge Employee engagement The extent that employees are satisfied, committed to, and prepared to support what is important to the organization Teamwork Increasing levels of education 16 of 18

17. © 2005 McGraw-Hill Ryerson Ltd. Technological Change in HRM Human resource information system (HRIS) A computer system used to acquire, store, manipulate, analyze, retrieve, and distribute information related to an organization’s human resources Connectedness: A changing economy Growing use of e-business E-HRM Self-service 17 of 18

18. © 2005 McGraw-Hill Ryerson Ltd. Change in the Employment Relationship A new psychological contract Companies demand: Excellent customer service, high productivity, employees to take responsibility for their careers Employees want: Flexible work schedules, effective work environment, more control, training and development, financial incentives 18 of 18